
Class 

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COPYRIGHT DEPOSm 



THE LEADERS' HANDBOOK 

For the Young Men's Christian 
Associations of North America 



Edited by 

WILEY WINSOR, 

Chairman, The Leaders' Club Committee of the 
National Physical Directors' Society 




ASSOCIATION PRESS 

New YORK: 347 Madison Avenue 

1922 






CoPYillGHT 1922 
BY 

THE INTERNATIONAL COMMITTEE OF 
YOUNG MEN'S CHRISTIAN ASSOCIATIONS 

Printed in the United States of America 



m 21 1922 

0)3!.A661385 



CONTENTS 

CHAPTER PAGE 

Introduction. By Wiley Winsor, Metro- 
politan Director of Physical Education, 
San Francisco, Cal., Chairman, Leaders' 
Club Committee of the National Physical 

Directors' Society v 

I Association History. By Paul Super i 

II History of Leaders' Organization. By 

Wm. H. Ball, M. P. E 6 

III Constitution of the Standard Lead- 

ers' Club. By Physical Directors' So- 
ciety lO 

IV Study Outlines and Examinations. 

By the Leaders' Club Committee . . 17 
V Statement of Association Ideals. By 

Richard R. Perkins 20 

VI The Value of Physical Education. 

By John Brown, Jr., M. D., M. P. E. 24 
VII What Other Clubs Are Doing. By J. 

Truitt Maxwell 28 

VIII The Honor Leaders' Club. By Wm. 

H. Ball, M. P. E * 36 

IX Obstacles to Be Met By a Club. By 

J. J. Toedt 37 

X The Gymnasium Class Leader. By 

Robert C. Cubbon 41 

iii 



iv CONTENTS 

PAGE 

XI The Athletic Leader. By George L. 

Listman 45 

XII The Games Leaders. By George O. 

Draper 48 

XIII The Swimming Leader. By B. Deane 

Brink 52 

XIV The Association Physical Director- 

ship. By Martin I. Foss .... 57 

XV Helpful Hints for the Leader. By 

Harvey I. Allen 63 

XVI The Monthly Meeting. B)^ Floyd M. 

Sharp 68 

XVII How to Get New Members. By A. E. 

Garland, M. D 72 

XVIII The Boy Leader. By J. K. Henderson 75 
XIX Ceremonies. By D. M. Lowery . 



XX A Leader's Relationships. By J. H 
McCurdy, M. D 



XXI The Ethics of a Leader, By George 
M. Martin 

XXII A Leader's Duty to the Community 
By A. E. Metzdorf 

XXIII The Advantages of Graded Gym 

nastics. By J. G. Hoffer . . . 

XXIV Hints to Leaders. By H. L. Kistler 

XXV Books a Leader Should Read . . 



78 

97 

1 02 

107 

no 
114 
116 



INTRODUCTION 

We are surely in a gregarious era. Almost every 
branch and phase of society and commerce has grouped 
those of like interests in highly specialized and multi- 
tudinous forms of organization. Constitutions and by- 
laws of every conceivable nature are today roaring from 
the presses of our nation to guide and standardize the 
efforts of both selfishly and altruistically organized 
bodies. 

Out of a nation-wide need has grown this first edi- 
tion of the "Leaders* Handbook." The outstanding ex- 
pression of this need has been the staggering mortality 
of leaders' clubs. The foundation upon which too many 
of our clubs are built is the personality of the physical 
director rather than the dynamic of Christian service 
and loyalty to our national program. 

I firmly believe that there is no other body of men 
quite so essential to the success of the Young Men's 
Christian Associations' four-fold program as are the 
members of the well-established and properly organized 
leaders' club. 

Caught in the centripetal whirl of this formative era, 
we have likewise become intricately banded together on 
a national scale in order to fulfil in a larger way our 
obligation to the community and our desire to promote 
motives of Christian caliber. 

Your National Leaders' Committee, for the past two 
years, has eagerly awaited the day when such a volume 



vi INTRODUCTION 

as this would be available for the personal library of 
every young man and boy leader in our country. 

It is hoped that its contents will bring to the reader 
the broadest possible conception of the opportunities that 
are his to administer Christian service to others through 
physical education. 

The following chapters should be an aid in establish- 
ing the highest qualities of leadership ; first, as a leader 
of one's own self ; second, as a leader and servant of 
others ; and lastly as a promoter of the best interests 
of the local group, the state body, and the national pro- 
gram of the Standard Leaders' Club. 

Wiley Winsor, Editor 
Chairman, Leaders' Club Committee. 

THE LEADERS' CLUB COMMITTEE 

Wiley Winsor, Chairman, San Francisco, Cal. 
J. S. Andresen, Sears-Roebuck, Branch, Chicago. 
J. T. Maxwell, Detroit, Mich. 

C. A. Neavles, Minneapolis, Minn. 
John Brock, Bridgeport, Conn. 
Carl Wilzbach, Cincinnati, O. 
Fred B. Messing, Poland. 

Geo. L. Listman, Boston, Mass. 

D. M. LowERY, Hartford, Conn. 
C. K. Herrick, Buffalo, N. Y. 
P. F. LooPE, Elyria, O'. 

J. J. ToEDT, Chicago, 111. 

C. H. Goodwin, Morristown, N. J. 

A. C. Knehr, Lynchburg, Va. 

L. C. Haskell, Jacksonville, Fla. 

Wm. H. Ball — International Committee, New York City. 

(Counseling relation for Men's Clubs.) 
C. H. Hagenbuch, M. D., International Committee, New York 

City. (Counseling relation for Boys' Clubs.) 



The Leaders' Handbook 

CHAPTER I 

THE HISTORY OF THE YMCA 
By Paul Super 

The YMCA was organized Thursday, June 6, 1844, 
in London, England, by twelve young dry-goods clerks. 
The moving spirit was George Williams. As a boy of 
fourteen on a farm in southwestern England he had 
upset a wagonload of hay. The family ruled that a boy 
who could not keep a load of hay on the road gave little 
promise of being a successful farmer. So they sent him 
to the near-by village of Bridgewater for six years' 
apprenticeship as a dry-goods clerk. While serving in 
Bridgewater he was converted and became very active 
in Sunday-school and mission work and an earnest per- 
sonal worker. 

When he was twenty years old, he secured a position 
in London in the wholesale dry-goods house of Hitch- 
cock and Rogers, ^2 St. Paul's Churchyard, in the 
shadow of the great St. Paul's Cathedral. His salary 
was $200 a year. Money went farther then. 

There were one hundred and forty other clerks em- 
ployed by the same firm and these, as was the custom 
in those days, lived in dormitories over the store. They 
worked long hours, from daylight until nine o'clock at 
night. 

When George Williams joined this group, he found 



2 THE LEADERS' HANDBOOK 

that they, in common with most young men of the day, 
were Hving grossly immoral lives. At that time there 
was no Christian organization devoting its attention to 
young men, even the Church itself making little effort 
to reach them. Young Williams was not the kind of 
man to allow his religion to die in an unfavorable 
environment. He at once attempted by vigorous personal 
work and prayer to win his fellow clerks to the Chris- 
tian life. The men met in an upper room for prayer. 
The number grew. Finally Mr. Hitchcock himself was 
converted. 

Finally Williams thought the time had come for 
definite organization. So on the June night referred to 
above twelve young clerks met and organized **a society 
for improving the spiritual condition of young men." 
A man named Christopher Smith (the Smiths are ever 
with us) suggested the name "Young Men's Christian 
Association." This was at once adopted. 

The first annual report tells us that "The services 
which the Young Men's Christian Association is estab- 
lished to promote are chiefly prayer meetings and, when- 
ever it is practicable, Bible classes.'* Personal work was 
an important part of the program. 

The number of young men interested grew until in 
1849 they moved into rooms on Gresham Street, occupy- 
ing the second, third, and fourth floors of a first-class 
building, and providing such features as reading rooms, 
a library of one thousand books, educational classes, 
lectures, a refreshment room, and bathing facilities. 

At first these privileges were open to members only, 
and membership was limited to Christian men. These 
members soon realized that non-Christian young men 
needed the Association privileges as much as they did, 



THE HISTORY OF THE YMCA 3 

and made provision in the constitution for the reception 
of "associates," who enjoyed all Association privileges 
but could not vote or hold office. 

A student in Columbia University, New York City, 
visited these rooms in London in 1850 and wrote an 
article describing them, which was printed in an Amer- 
ican religious newspaper. This inspired a retired sea 
captain in Boston to promote the organization of a simi- 
lar society in Boston; and December 29, 185 1, in the 
Old South Meeting House the first American YMCA 
was organized. Like the London organization, it kept 
the control of the Association affairs in the hands of 
Christian men who would preserve the original Christian 
purpose of the organization, that of improving the spirit- 
ual condition of young men. 

Associations were quickly organized in other Amer- 
ican cities. The constitution had been expanded to 
include the educational as well as spiritual improvement 
of young men, and when the New York City Associa- 
tion organized in 1852, their constitution included social 
improvement, and in 1866 this Association added phys- 
ical improvement, completing what we now call the 
four-fold work of the Y M C A — educational, physical, 
social, and religious. 

- In 1854 in Buffalo the first convention of American 
Y M C A's was held, including Associations in Canada. 
An Executive Committee was appointed, which twelve 
years later, in 1866, became what is now the Interna- 
tional Committee, which supervises and promotes the 
work of the YMCA throughout the United States and 
Canada and certain non-Christian lands, but has no con- 
trol over the affairs of any local Association in America. 
Its relationship is entirely advisory. 



4 THE LEADERS' HANDBOOK 

Each Association is called a local independent unit 
and has complete charge of its own affairs. It can only 
belong to the Brotherhood, however, and be represented 
in international Y M C A conventions on condition that 
it maintains its fundamental Christian purpose, keeping 
the control of its affairs in the hands of active members, 
who are designated as those who belong to Protestant 
Evangelical Churches. While only Protestant Evangelicals 
can vote or hold office in a Y M C A, all the privileges 
of the Association, including service on many committees, 
is open to men of every faith or no faith, so long as they 
are men of good moral character. Indeed, many men 
whose character would hardly be designated as moral 
are often admitted to the Association for the sake of 
the good the Association will do them. 

American Y M C A*s grew in size and efficiency and 
influence until today they are recognized as the best 
Associations in the world, and the American local Asso- 
ciation is the standard held up to all other countries, and 
the International Committee is regarded as a model 
central organization. 

The Associations today are organized among all con- 
ceivable groups of men, each of these groups being rep- 
resented by special sub-committees employing expert 
secretaries. Associations have now been organized for 
railroad men, college men, industrial men, colored men, 
Indians, rural communities. The International Com- 
mittee publishes an official magazine called Association 
Men, which now has a circulation of over 250,000. The 
American and Canadian Y M C A's now own buildings 
and property totalling over $125,000,000, a number of 
individual buildings having cost over $1,000,000, such as 
Brooklyn Central, Boston Central, and the Y M C A 



THE HISTORY OF THE YMCA 5 

Hotel in Chicago. There are over 720,000 members in 
these two countries, employing over 5,000 secretaries, 
and expending annually more than $20,000,000 in cur- 
rent expenses. The YMCA stands today as the great 
organization in the life of men in practically all lands, 
building them up educationally, physically, socially, and 
spiritually. 

The figures given above are entirely apart from the 
war work. This was carried on by an agency called 
the National War Work Council, which was composed of 
representatives of all Association agencies, just as the 
International Committee is. It was not a branch of the 
International Committee but paralleled it and had the 
direction of all the YMCA war work done for Amer- 
ican soldiers. The work for the armies of other nations 
and for the prisoners of war is done by the International 
Committee. 



CHAPTER II 

HISTORY OF LEADERS' ORGANIZATION 
By Wm. H. Ball 

Mr. Robert J. Roberts^ the pioneer Christian Physical 
Director of the Young Men's Christian Association, 
should be credited with creating a demand for gym- 
nasium leaders, that has resulted in the present Interna- 
tional Standard Leaders' Clubs organizations and pro- 
gram, which is being followed by Associations in various 
parts of the world, and especially in the countries of 
North America. 

When Mr. Roberts adopted his platform, "All exercises 
shall be short, safe, easy, beneficial, and pleasing," there 
was an immediate increase in the attendance at the Bos- 
ton Y M C A gymnasium classes that made it imperative 
that he should have a number of helpers or assistants 
to serve as leaders of the squads desiring to exercise on 
the different pieces of apparatus at the close of the mass 
class dumbbell drill. 

His method was to select leaders for each class from 
among those present who had attracted his attention by 
their interest and ability in the work and who he knew 
to be of the right character, with inherent qualities of 
leadership. These leaders received comparatively little 
special training outside of the regular class, for popular 
gymnastics were in their days of beginning and any 
leader who had a repertoire of twenty or twenty-five 
movements on the standard three or four pieces of ap- 

6 



HISTORY OF LEADERS' ORGANIZATION 7 

paratus could readily hold the interest of his group. 
From among the leaders thus selected and trained came 
a number of our foremost Physical Directors of today, 
among them being Dr. J. E. Raycroft of Princeton, Dr. 
W. G. Anderson of Yale, and Messrs. W. E. Day, H. 
L. Chadwick, R. L. Weston, and many others. 

In 1888 Mr. Day left Boston to become the Physical 
Director of the Y M C A in Dayton, Ohio. During the 
following year he organized a splendid group of leaders, 
in fact several groups, as there was one for the boys, 
juniors, intermediates, and seniors. These groups were 
all thoroughly organized, had weekly meetings for 
work and study, had annual photographs taken and 
annual banquets toward the close of the year. Members 
of these Leaders' Clubs are now prominent Physical 
Directors in Y M C A work all over the United States. 

Early in January of 1892 the Montreal Association 
XDrganized a" Leaders' Corps, adopting a constitution and 
electing officers. This group met weekly throughout the 
year from September to June for study and work. The 
floor work included special practice for all regular and 
special types of gymnastics. The study consisted of 
anatomy, physiology, first aid to the injured, nomencla- 
ture, etc. 

Both the Dayton and Montreal leaders' groups have 
a continuous history of growth and service from the day 
of their origin until the present time. As a result of 
these and similar organizations, the leaders idea spread 
rapidly, but in many instances the form of organization 
was extremely loose, the qualifications for membership 
varied widely, and the methods of training and the type 
of service were anything but uniform. 

During the summer of 1912, the Canadian Physical 



8 THE LEADERS' HANDBOOK 

Directors while in attendance upon their annual Sum- 
mer School at Couchiching discussed the subject of 
creating a National Leaders' Corps organization. The 
following summer such an organization was developed 
and still exists in a flourishing condition. During the 
Great War these Leaders* Corps in the Canadian Asso- 
ciations proved to be a vital factor in maintaining the 
physical work of the Associations and this in spite of 
the fact that fully three-fourths of the senior Leaders* 
Corps entered the service of their country. Their places 
as leaders were at once taken by the younger boys Lead- 
ers' Corps members. 

In early March of 1903, a group of about thirty of 
the more experienced Physical Directors of the Asso- 
ciations of the United States met at Lakehurst, New 
Jersey, in a week's conference for the purpose of estab- 
lishing uniform standards of purpose and procedure 
among the hundreds of Young Men's Christian Asso- 
ciations of the country. Among the subjects discussed 
was that of the Leaders' Corps. A committee of which 
F. B. Messing was Chairman thrashed things over care- 
fully, and when they reported to the entire group the 
whole matter was thrashed over still more thoroughly. 
The result was the adoption of a standard constitution 
and by-laws for local Leaders' Clubs and a uniform mini- 
mum program of work and study for all Standard Clubs. 
In addition, standard gymnasium costumes and emblems 
were established for leaders, and annual tests have been 
conducted ever since. 

Prior to the entrance of the United States in the War 
there were 22y enrolled Standard Leaders' Clubs in the 
United States. During the War many of these were 



HISTORY OF LEADERS' ORGANIZATION 9 

completely disorganized and we are now passing through 
a period of reestablishment. 

It is interesting to note, and is quite significant, that 
those Associations having a thoroughly organized Lead- 
ers* Club composed of high-grade and Christian young 
men or boys are the organizations promoting the strong- 
est program of physical education. 



CHAPTER III 

CONSTITUTION OF THE STANDARD 
LEADERS' CLUBS 

By THE Physical Directors' Society 

ARTICLE I 
Name 

This organization shall be known as the Leaders' Club 
of the Young Men's Christian Association of 

ARTICLE II 

Object 
The object of the Leaders' Club shall be to assist the 
Physical Department committee and the Physical Director 
in carrying out the objective of the Physical Department 
of the Young Men's Christian Association, especially in 
the development of a high standard of Christian man- 
hood and the promotion of physical education in general 
and among the members of the Young Men's Christian 
Association in particular. 

ARTICLE III 
Membership 
Section i. The membership of this organization shall 
be restricted to those who are active members of the 
Young Men's Christian Association. 

Section 2. Membership shall be classified as follows: 
honorary, active, ex-leaders, and boys. 

(Note). The Leaders' Club in the Association may 
be organized as one club, the same to include the men's 

10 



THE LEADERS' CLUB CONSTITUTION ii 

and boys' divisions. However, such divisions of the club 
may be organized as is desired, and each division may 
have jurisdiction over its own affairs, including the 
selection of its members, study course, and work, so 
long as they are in conformity with the general aim of 
the club. 

Section 3. Honorary leaders are those who have 
acquired one or more gold stars and have retired from 
active service. The club may also elect to the honorary 
membership men who have contributed a special service 
to physical education. 

Section 4. Active leaders are those who are engaged 
in the active work of the Physical Department. 

Section 5. Ex-leaders are those who have severed 
their connection with the Leaders' Qub before complet- 
ing the four-year course. 

Section 6. Boys' leaders are those who are engaged 
in the activities of the physical work for boys and mem- 
bers of the boys' division. 

Section 7. Election of any of the above classes of 
members shall be by ballot upon recommendation of the 
Physical Director and the Membership Committee. A 
unanimous vote of active members present at any meet- 
ing of the club shall be necessary for election. It may 
be wise to nominate new members one meeting before 
election. 

Section 8. The annual dues of $.... shall be paid 
by each member upon election to the club and at the 
annual meetings thereafter. 

Section 9. Any member who is unfaithful, or who 
absents himself from the regular work of the club for 
one month, without reasonable excuse, shall be dropped 
from the active membership of the club. 

2— April 1922 



12 THE LEADERS' HANDBOOK 

Section lo. Boys' leaders having served four years 
may be elected to the men's section, when voted upon 
in the regular manner, and shall receive the first-year 
emblem of the men's division. 



ARTICLE IV 
Officers 

Section i. The officers of the club shall be: Presi- 
dent, Vice-President, Secretary-Treasurer, who shall be 
elected by ballot at the annual meeting. 

Section 2. The General Secretary, the Physical Direc- 
tor and associates, and the chairman of the Physical 
Department committee shall be members ex-officio, and 
these with the regular installed officers shall compose 
the executive committee. 

ARTICLE V 
Requirements for Grading 

Section i. The requirements for active grading shall 
be regular attendance at weekly meetings of the club 
on meeting periods, and regular attendance on evenings 
selected by active members as teaching periods, except 
when valid excuse for absence can be given. 

Section 2. Verbal or written excuses shall be given 
to the Physical Director when absence from weekly meet- 
ing is unavoidable; if for an evening on which the 
leader is to have charge of a squad, he shall secure a 
substitute, or notify the Physical Director of his 
inability to secure one, as soon as said leader has knowl- 
edge of his necessary absence. When such notice is 
given, the member shall be given one-half mark for at- 



THE LEADERS' CLUB CONSTITUTION 13 

tendance. The same method shall be used for attendance 
at business meetings. 

Section 3. When any member of the Physical 
Department has been elected as a leader he shall be pre- 
sented to the club by the President at the next business 
meeting. An initiation service may be part of the pro- 
gram. 

ARTICLE VI 
Emblems 

Section i. The men's emblem shall be a five-inch 
triangle, sides three-quarters inch wide, with an inter- 
woven English L. No emblem shall be worn by any- 
one who does not follow the regular course as outHned 
for leaders. 

Section 2. The first-year leaders shall wear a single 
three-quarters inch crimson star in the apex point of the 
triangle, which shall be presented with the emblem upon 
fulfilment of the first year. 

Section 3. The second-year leaders shall wear two 
crimson stars, one in each upper point of the triangle, 
which shall be presented upon fulfilment of the require- 
ments of the second year. 

Section 4. The third-year leaders shall wear three 
crimson stars, one in each corner of the triangle, which 
shall be presented upon fulfilment of the requirements 
of the third year. 

Section 5. The fourth-year leaders remove all crim- 
son stars and wear one gold star in the apex point of 
the triangle, which shall be presented upon fulfilment of 
the requirements of the fourth year. 

Section 6. Each active leader who has passed the 



14 THE LEADERS' HANDBOOK 

examination and the requirements and who has taught 
not less than fifteen lessons of graded classes during the 
season shall receive the emblem or stars as provided for. 

Section 7. The boys* emblem shall be the same as 
men's, size to be four inches. 

Section 12. Leaders remaining active after attaining 
the gold star may retain the gold star and begin again 
with crimson stars. Should any remain eight years, two 
gold stars shall be presented, one gold star at each of 
the upper points of the triangle. These leaders are 
exempt from all requirements except the weekly meeting 
and the leading of squads or classes. 

ARTICLE VII 

Examinations 

Section i. An examination shall be held annually 
under the direction of the local Association; the exami- 
nation outline to be supplied by the Physical Depart- 
ment of the International Committee. 

Section 2. The examinations shall consist of three 
parts, each part to be marked on the basis of icxd per 
cent, the parts to be as follows: (a) an examination 
in theory (first aid, nomenclature, hygiene, etc.) ; (b) an 
examination in the gymnasium to determine the leader's 
gymnastic ability; (c) an examination in the gymnasium 
where the leader shall conduct squads or classes to dem- 
onstrate his leadership and ability in drills, apparatus 
work, etc. 

Section 3. One year's work shall consist of twenty 
periods of theoretical work and twenty periods of prac- 
tical work for grading. The order in which the courses 
shall be taught shall be optional with the Physical 



THE LEADERS' CLUB CONSTITUTION 15 

Director. It shall be understood, however, that not less 
than twenty periods of theoretical and as many periods 
of practical work be given each year. 

Section 4. One hundred points be given for perfect 
attendance at the leaders' club meetings (a proportionate 
number of points being deducted for each absence) and 
100 points for required attendance at regular class ses- 
sions (proportionate number of points being deducted 
for each absence). 

Section 5. That the examination papers be forwarded 
to the Physical Department of the International Com- 
mittee for final grading and that an average of seventy 
per cent be required for promotion. 

ARTICLE IX 

Meetings 

Section i. The annual meeting of this club shall be 
held during the month of 

Section 2. The monthly business meeting of the club 
shall be on of each month. 

Section 3. The weekly meeting of the club for study, 

practical work, etc., shall be held on 

with the exception of the day on which the monthly 
business meeting is held. 

The following shall be the order of business: 

1. Devotional period. 

2. Reading of the minutes. 

3. Unfinished business. 

4. Report of committees. 

5. New business. 

6. Adjournment. 

Section 4. Special meetings may be called as the 
occasion demands. 



i6 THE LEADERS' HANDBOOK 

ARTICLE X 
Quorum 

active members of the club shall constitute 

a quorum for the conduct of business. 

Leaders' emblems may be secured from the Inter- 
national Committee, 347 Madison Ave., New York. 



CHAPTER IV 

STUDY OUTLINES AND EXAMINATIONS 
By THE Leaders' Club Committee 

The study course as outlined is a minimum, flexible 
course. The plan is to make it adaptable to all Asso- 
ciations. 

The three divisions for men are gymnastic, athletic, 
and swimming leaders. All may meet at the same time 
for theory and at different places for practice, or they 
may meet separately for study. All leaders take the same 
theory. The examination will consist of a thesis of two 
hundred words on Bible Study, Health Education, and 
Physical Education. The thesis for the first ten-period 
course may be written at the conclusion of that study, 
marked and kept by the Physical Director until May, 
when the final papers will be written. The Physical 
Director will keep a careful record of each leader and 
mark him during the year. This mark will constitute 
the mark on practical work. An attendance of seventy 
per cent both in theory and practice will be necessary for 
passing. 

Senior Leaders' Course of Study 
Theory — For all senior leaders 

I. Bible Study — Twenty periods of fifteen minutes each. 
Meeting the Master — 
Paul in Every Day Life — 
Manhood of the Master — Fosdick 
or any of the every day life series. 
17 



i8 THE LEADERS' HANDBOOK 

2. Health Education — Ten periods of thirty minutes 

each. 
Any three or more chapters — Layman's Handbook 
of Medicine — Cabot, or other appropriate text 
book. 

3. Physical Education' — Ten periods of thirty minutes 

each. 
Physical Education Handbook. 
Pioneers in Physical Education — Leonard. 

Practice — Minimum of twenty periods 
Gymnastic Leaders Athletic Leaders 

Marching — Berry Cornell Track Events 

— U. S. Military Manual. Field Events 

Heavy Apparatus — Graded Games — Basket Ball 

Cards Indoor Baseball 

Games — Draper Calisthenics — Conditioning 

Calisthenics — Local Drills Drills 
and Practice, 

Swimming Leaders 

Dry Land Drills 
Swimming Strokes 
Life Saving and Shaffer 
Method of Resuscitation 
Aquatic Games — Water Polo, etc. 

Boy Leaders' Course of Study 

Theory 

Character Values in Y M C A Physical Work — Three 
periods. 






I 



LEADERS' STUDY COURSE 19 

Pioneers in Physical Education — Leonard — Three 

periods. 
Physical Education — Chapter four — Two periods. 

Practice 
Calisthenics — Four periods. 
Gymnastics — Ten periods — Graded Cards — Elementary 

and Intermediate. 
Athletics — Two periods. 
Aquatics 

Swimming Strokes — Two periods. 

Life Saving — Two periods. 



CHAPTER V 

STATEMENT OF ASSOCIATION IDEALS 
By Richard R. Perkins 

Right out where the Young Men's Christian Associa- 
tion is geared to the young man's world it is as under- 
standable as any other instrument which gets things 
made or done — factory, store, government, school, or 
home. There are needs to be filled, and a complete 
mechanism of personSj materials, and methods to meet 
them. The Association recognizes and attempts to meet 
more of those needs of a youth than almost any other 
single factor in the world. Why? Because it has seen 
that: 

He is a body, to be kept fit and vital, that it may 
support fully the plans and ambitions of the youth's 
life. Tasks, ills, and worries tend to cave in the body. 
The Association helps the body to assert confidently 
and boldly, "They shall not pass"; therefore, the 
broad, sane, physical program, interesting, competitive, 
social, progressive; 

He is a working being, with a profession, with 
financial returns — every youth a business in himself. 
He must "make good"; therefore the extensive pro- 
gram of vocational (i) choice, (2) training, and (3) 
placement, expressed in the Advisory, Educational 
(class and correspondence), and Employment Depart- 
ments, and in the national Thrift movement to teach 
him that his own life, his hours, his efforts, and his 
manhood concentrated into his pay envelope, must be 
as carefully spent as earned. 

He is a social being, dependent on both boy and 
20 



STATEMENT OF ASSOCIATION IDEALS 21 

girl companionship under most pleasant and helpful 
circumstances. Hence its social program, in hike and 
camp and "gym" and hall and home and club and 
stunt and concert and movie and class, and its rich 
contact between youth and intelligent, sympathetic 
trained leader. 

He is a being responsive to the beauties of earth and 
heaven. Hence its beautiful buildings, its pictures, its 
out-of-doors glories, its books, music, and the fine 
charm of a clean, all-round program. 

He is an intellect, acquisitively seeking to add to 
himself knowledge of all things. Hence the satisfac- 
tion of mingling with other youth who plan to "make 
the most" out of the one life given youth. The Asso- 
ciation always offers the stimulus of training, in a 
score of directions. At forty, one should be an alert, 
intelligent, practiced, likable man, worth a second 
moment of converse. How many are? Only a life 
program can bring it about. The Association offers it. 

He is a being guided by an inner impulse, magnetic 
as electricity, constant as radium, radiant as light. 
We call it personality. Or character. Or spirit. It, 
rather than face or carriage, identifies one from 
another. It is the inner, militant force that fights 
upward. Its battleground is — just the things mentioned 
above — the body, the life-work, social relationships, 
ideals of beauty, ideas of self and the world. The 
"impulse" may be called religion. It is not a vague, 
separate thing, but an inner power, driving through 
this battleground and occupying it in the name of 
Youth. Hence the C in Y M C A, and the clean, high 
program gathered fully, for youth, under no other 
emblem than the double triangle made up of the six 
above-mentioned elements of the life of youth. 
But where did all this gearing of life to youth, known 
as the Young Men's Christian Association, come from? 
It is being built (for the Association is growing and im- 
proving faster now than ever in its eight decades) by 



22 THE LEADERS' HANDBOOK 

the one diamond idea of the world — men are meant to 
be sons of God, to stand up and take their place as 
such. Every youth has the idea, some time, some how. 
Only once has it been fully expressed in a way any 
youth can understand — ^this diamond idea. It is 
expressed in Jesus — thirty-two or thirty-three years of 
big, vital, clear-eyed, clean-minded, hard-hitting, enlisted- 
till-the-end-of-the-war fighting, fearless, wholesome, 
devoted — fighting up to be a worthy son of God. God 
has put character into the world in the form of Jesus. 

The diamond idea, kept vital by the Christian Church, 
is making the Young Men's Christian Association. 

This idea is larger than the Association. The Asso- 
ciation can only announce it to the world of youth, 
program it, and offer it. 

Offer it to whom? Why, to youth — all youth who 
want it. Any self-respecting hoy or young man may 
fight for character in and through the Y M C A. If he 
is not self-respecting he will not want to fight for it. 

Thus is answered the question, "What is the Y M C 
A?" But who is the YMCA? The YMCA is a 
partnership of (i) youth who respect themselves and 
hope for their futures, (2) that large section of the 
public which supplements the seventy-nine per cent which 
the youth pay yearly to conduct it, by twenty-one per 
cent in gifts (in addition to buildings), (3) secretaries 
who are trained to guide the program, (4) the volunteers 
to the number of at the very least ten to one over the 
secretaries, without whose abilities, labor, and contacts 
the work could not conceivably be done, (5) silent part- 
ners who have faith in it, and from whom are drawn 
from time to time both participants and defenders, and 
(6) God, whose sons youth aspire to be, and who will 



I 



STATEMENT OF ASSOCIATION IDEALS 23 

not deny to the Young Men's Christian Association any 
progress and usefulness which its other partners may 
deserve. 

Whoever recognizes all these factors, and enters part- 
nership, need never look without enthusiasm to his task, 
need never be troubled by those who always sneer at 
the diamond idea, and will surely stand the straighter 
in the ranks of the fighters for character. 



CtlAPtER VI 

THE VALUE OF PHYSICAL EDUCATION 
By John Brown, Jr., M. D., M. P. E. 

A TRUE estimate of the value of physical education 
lies at the very heart of the policy and program of the 
Department of Physical Education in the Young Men's 
Christian Association. To properly estimate its value, we 
must know and be able to state our main purpose as 
outlined in the six principles indicated in Chapter XIV, 
page 57 of this book. These principles should be very 
carefully studied. 

The terms, "gymnasium," "physical department," 
"drills," "athletics," "games," etc., while serving a use- 
ful purpose in their proper setting, tend to limit and 
distort our conception of the real purpose and value of 
physical education. 

Physical education, as conceived by the Y M C A, seeks 
to put every boy and young man into full possession 
of his best racial inheritance and to enable him to con- 
trol and adapt himself to his environment and to so 
understand himself that he will be in a position to order 
his daily life in such a manner as to attain and main- 
tain his maximum physical efficiency as an individual, 
husband, father, and citizen, and thus contribute posi- 
tively to the betterment of the race physically, mentally, 
socially, and morally, despite the many deteriorating 
influences of our modern strenuous and artificial 
manner of life. 



VALUE OF PHYSICAL EDUCATION 25 

Physical education is both a science and an art. It 
has to be learned and lived ; to be studied and practiced. 
Its value depends upon its quality. Increasingly, we 
should consider it as a department of education rather 
than a department of activity. 

It is conceivable that a so-called physical department 
may not be a department of physical education at all. 
To have real value, physical education must have large 
educational contact. Boys and men must not only par- 
ticipate in physical activities, but they must know how, 
and more particularly why, they should do them in a 
certain way in order to secure desired results or to 
counteract undesirable tendencies. This is only another 
way of saying that there must be real science underlying 
our whole program of physical education. 

We are striving to lift men from living their physical 
lives according to the dictates of impulse, instinct, un- 
regulated and harmful habits, to that of intelligent and 
reasoned control of the physical life, not as an end in 
itself, but as a primary requisite to a complete and bal- 
anced manhood. 

This means that we will give more attention to the 
development of organic vigor than to the training of 
expert performers, to the mass rather than the few, to 
the needy rather than the fit, to the informal and 
hygienic rather than the formal, highly specialized, and 
extremely competitive types of work. 

Such a program implies consecrated, trained leader- 
ship, volunteer and employed. The leader must have 
a profound conviction that he is identified with an or- 
ganization dealing with vital issues worthy of his time, 
effort, sacrifice, preparation, and service. The leader 
must recognize that through the contacts accorded, he 



26 THE LEADERS' HANDBOOK 

has the chance to influence for life the health, habits, 
friendships, and ideals of scores of boys and young men 
in matters of paramount importance ; therefore the leader 
must not fail to take himself and his task seriously. 

The value of physical education depends upon the 
quality of leadership more than upon all other factors 
combined. Only as men possess the best that study, 
research, organization, technique, and method has dis- 
covered, can our work be maintained on its highest level 
and yield the permanent physical and character values 
desired. Only under such Christian leadership will 
progress be made in developing better methods for the 
larger and more exacting demands of the future. What 
a privilege it is to have any part in such a work and to 
realize that we are following our great Leader who said, 
**I am come that ye might have life, and that ye might 
have it more abundantly." 

Where there is poor health the people perish, and in 
the land which is not characterized by a play spirit and 
wholesome recreation, mental and moral decadence is 
sure to come. 

From the physical standpoint alone, this nation cannot 
continue to travel at its present pace unless it provides 
adequate opportunities for relaxation, recuperation, and 
recreation. It cannot travel in its present direction with- 
out paying the price in deterioration, unless it definitely 
undertakes to provide those conditions which will coun- 
teract the baneful influences of the modern city life. 
The last census of the United States shows that for the 
first time in its history more people are living in cities 
than in the country. Not only so, but most people liv- 
ing within the cities live in congested sections. The 
birth census for 1920 in New York city shows that of 



VALUE OF PHYSICAL EDUCATION 27 

I30,cxx) babies born, 100,000 were born in congested sec- 
tions. It cannot travel in the present company. Tuber- 
culosis, venereal diseases, occupational diseases, and 
organic diseases will ultimately wipe out any social group 
that does not accept the challenge of banishing them 
from its midst. 

We must not only maintain but improve the virility 
of the race. The body is not only the earthly vehicle 
of the soul but it is also the instrument through which 
both soul and mind find expression. How long we live, 
how far and how fast and with what comfort we travel, 
depends upon our care of this human mechanism, which 
is largely governed by the same laws that operate in the 
realm of mechanics. 

Every leader should feel that he is a real factor in 
making for a better race in which every man will en- 
deavor to live at his best. The unfit will be made fit, 
the fit will be made fitter, life will be prolonged and made 
more satisfying. Surely this is a worth-while task. The 
hour spent in the gymnasium is worth while in itself, but 
more particularly because of its definite influence upon 
every other hour of the day and night in the lives of 
those we touch. 



CHAPTER VII 

WHAT OTHER CLUBS ARE DOING 
By J. Truitt Maxwell 

We were assigned the task of telling the readers of 
this Handbook "What Other Leaders' Clubs Are Do- 
ing." To avoid provincialism we should find out what 
various Associations are doing in every part of the 
United States. To that end we picked out representative 
Associations, large and small, in about forty different 
states and sent the questionnaire to fifty-five Associa- 
tions. Those who replied did so promptly and we wish 
to acknowledge with gratitude the receipt of forty-two 
answers, about eighty per cent. We found that various 
Associations were carrying out all sorts of programs, 
some quite successfully, others in a rather dilatory man- 
ner. The answers seemed to resolve themselves into 
positive and negative types, there being twenty-eight of 
the former and fourteen of the latter. We asked first, 
"What the Club Is Actually Doing," second, "What 
the Club Is Planning to Do," third, "What the Physical 
Director Would Like to See Done that Hasn't Yet Been 
Accomplished in His Own Association." 

We have not reported for individual cities as such in 
making the following list, but have arranged the answers 
by States so that every section of the country that re- 
plied will have some representation. 



WHAT OTHER CLUBS ARE DOING 29 

California 

"Three divisions, swimming, athletic, and class. Also 
boys' extension work, officiating at games. Indoor track 
and field meets once each season for all gym class. One 
swimming meet each season for entire membership. 

"Meet once a week for supper, theory, and floor work. 
Leaders help in refereeing and handling of gym classes 
on overcrowded periods. Do some recreation work in 
the community." 

Colorado 

"Promoting swimming corps, baseball, gymnastics, 
teaching at church gyms, furnishing programs for parent- 
teachers meetings. Conducting co-ed swimming parties, 
social stunts once a month. Theory course." 

Connecticut 

"We are running the Standard Leaders' Clubs, meet- 
ing for supper every Tuesday night, following which 
we have our Bible study and other lecture work. At 
eight o'clock we go on the gym floor and work until 
10:30 on the usual standard prescribed work, together 
with stunts for exhibitions. We usually plan several out- 
of-town trips during the winter and we put on exhibi- 
tions for any organization that can use us." 

District of Columbia 

"Attempting to carry out the National Leaders' Club 
program, meeting once a week for practice and study. 
Cooperate with one church in sending a leader to take 
charge of a class of boys in the gym two nights a week. 
Interest and guide new members in their class work and 
teach these men group games." 



30 THE LEADERS' HANDBOOK 

Indiana 

"Studying anatomy, hygiene, public health and sanita- 
tion, life saving, and first aid to injured." 

Illinois 

"Have three groups organized — Seniors, twenty; em- 
ployed boys and Y M C A school gymnasium class 
leaders, twenty-five boys; aquatic leaders, seven men. 
Each group meets separately for general instruction. 
Get together about three times season for special work." 

Michigan 

"Bible study weekly. Class activities. Assist in basket 
ball, swimming, athletics, exhibitions, assimilation new 
members, attend Middle West Conference at Lake 
Geneva, furnish leadership churches. The Leaders' 
Club was founded for the purpose of aiding the Physical 
Director in every phase of service (mental, physical, 
spiritual) which at any time may be possible through his 
department. The requirements for eligibility being — (a) 
Ability and desire to be of service to fellowmen, (b) 
member in good standing of Physical Department of 
this Association, (c) member of an Evangelical church, 

(d) in personality agreeable to the leaders in the Corps, 

(e) we welcome members from other clubs and admit 
them to membership with us if they individually meet 
our requirements. The Boys' Department has excellent 
clubs in each class division and trains new boys by 
means of an auxiliary corps — nearly as large as regular." 

Minnesota 

"We have twenty members in our Senior Leaders* 
Qub and are meeting regularly for a supper meeting, 
a theory meeting, and practice on the gym floor one 



IVHAT OTHER CLUBS ARE DOING 31 

night a week. Besides this meeting each member gives 
one evening a week to assisting in the young men's gym- 
nasium classes or in the men's division classes. We 
have six men's division classes and four young men's 
division classes, so we need quite a number of leaders. 

"The only leaders which we have effectively organized 
are our swimming leaders. This is a group of fifteen 
fellows formed into what we call a Swimmers' Club. 
They hold weekly dinners at the Association, where 
various reports, papers, discussions, and swimming top- 
ics are presented. They also volunteer their services for 
the promotion of swimming and life saving in our swim- 
ming pool and put on the exhibitions and meets that we 
hold throughout the year." 

Ohio 

"Our Leaders' Corps is doing a very helpful service 
in our department as assistants to the Physical Directors, 
aiding in a very material way the conduct of our pro- 
gram — that is, tournaments, gymnastics, athletics. Out- 
side the Association they are helpful in churches and 
clubs and wherever they can be of help and assistance. 
Three of our leaders helped our community secretary 
get his program under way. Another is helping out one 
of our branch Associations whose Physical Director has 
been incapacitated. 

"We have organized a new Leaders' Corps made up 
of young men from eighteen to twenty-two or twenty- 
three years old. They meet once a week for practical 
work on the floor and the theory work, every one prom- 
ising to attend regularly and take the National examina- 
tions. We prepare voluminous notes on each lecture 
and give each man a copy which he keeps in his loose- 



32 THE LEADERS' HANDBOOK 

leaf book. It is the best plan we ever attempted. The 
credit for the idea belongs to C. A. Wilzbach, of Cin- 
cinnati. I think it will do more to solve the problem of 
the Leaders' Corps than anything I know." 

New York 

*'Our Leaders' Club is a squad of men ^ho stand out 
in the Association as leaders, but this is a small part of 
our Leaders' Club work, as we have installed Martin 
L Foss's plan of council work. We have ten men on our 
athletic council, twelve men on our volley ball council, 
twelve men on our basket ball council, and eight men on 
our baseball council. All of these men are leaders, but 
specialize more or less in the sport that they represent, 
all having in mind that some day they will make the 
Leaders' Corps.'* 

Nebraska 

"Keeping up regular gym practice and squad leading 
and exhibitions. Junior Leaders' Clubs (school boys and 
employed boys, total seventy) meeting regularly and 
following practice course same as standard Junior Lead- 
ers. Gym leaders are serving on many various commit- 
tees such as hand ball, volley ball, and basket ball." 

Summary 

As planning and looking forward should be a part of 
every well-organized club, we take the liberty to quote 
the following — 

"More extension work. Swimming leaders plan to 
have every Association man a swimmer and every swim- 



WHAT OTHER CLUBS ARE DOING 33 

mer a life saver. Athletic and game leaders plan a big 
track and field meet indoors." 

''Build leaders* room (by members)." 

"We are planning for a State Leaders' Conference in 
the spring, which will be the second of its kind held in 
this state. This is a week-end conference and our first 
one last year was very successful." 

"We are planning to enable the various leaders to 
take charge of the class for an evening's program. 
Interest as many of the men as possible in going out to 
take charge of gym classes in churches where they have 
a gymnasium and want to put on a play program." 

"Increase the number of men with a view of sending 
them to Y College at Chicago." 

"Invite all leaders' clubs of the city to meet with us 
for a general program, dinner, special lecture, floor work, 
and aquatic work. Also send representation to Lake 
Geneva for Leaders' Conference." 

"Have no Leaders' Club in connection with this De- 
partment at the general office, but this is what I am 
planning to do. Industrial Leaders' Clubs are being 
formed in the various departments to carry on physical 
work in industries. Training classes have now been 
organized. The program for courses of study for indus- 
trial leaders has been prepared and put in operation 
at various places." 

"Take on religious interviews of Physical Department 
members." 

"The Corps is planning to cover all the suggested 
course and to go further than the suggested course. 
They are also planning on a number of social stunts and 
at least one entertainment, the benefits of which will be 
used to send one or two men to Geneva this summer." 



34 THE LEADERS' HANDBOOK 

Replies to the Question, "What the Physical Director 
Would Like to Accomplish" 

"Would like to have one or two leaders in Association 
lobby each night. I feel the more we can line our lead- 
ers up for a definite piece of work the more we are 
doing for a real work." 

"We are striving through our Leaders' Corps to put 
as many men as possible in Association physical work. 
Many of our men have entered Association work and 
some are now at the Association College in Chicago." 

"We wish to hold a grammar-school athletic carnival 
in the first part of the year and we see our way towards 
having every school cooperate with us. The club has 
only been organized for two months. We're going 
strong." 

"We are planning, but it has not been accomplished, 
to send four men to school to take advanced work for 
Association Physical Directors." 

"To have a leader on, or leading every sport or class 
committee in Physical Dapartment." 

"We are planning to have a Leaders' Club so devel- 
oped that we could meet the demand for men duly 
trained and qualified to handle all the activities in church 
gymnasiums. To secure from this group two men to enter 
Y physical work each year. Train these men so they 
would be able to efficiently act as officials in track and 
field events." 

"Awaken more individual interest, especially in study.'* 

"More work among the factories." 

"Promote a regular normal training class where men 
will really get down to business in studying physical 
work." 



WHAT OTHER CLUBS ARE DOING 35 

"The thing we would like to accomplish is to secure 
thirty-five or forty leaders and we are working towards 
this end." 

"Train men for big committee program." 
Each community has its local problems which natur- 
ally affect the organization and work of the Corps. The 
enthusiasm and personality of the Physical Director 
surely has a vital bearing on the effective work of the 
club, as nearly every field that has changed Directors 
recently reports very little actual work being done. 



CHAPTER VIII 

THE HONOR LEADERS' CLUB 

By William H. Ball 

The purpose of the Standard Leaders' Qub program 
is to encourage the organization of Leaders' Clubs in 
every Young Men's Christian Association, and to stimu- 
late the growth, both in size and quality, of work done 
in all existing clubs. 

The selection of the Honor Clubs each year is an 
essential factor in the success of the plan as a whole. 
It has been found that those clubs having highly 
developed esprit de corps and morale render the finest 
kind of service, while those with low morale give poor 
service. 

Leaders' Clubs, like individuals as well as organiza- 
tions, vary in strength and quality. The Honor Leaders* 
Club is the one that has done the best work for the year. 
This is determined by averaging the results of the year's 
service and of the examination at the end of the season. 
In order to be eligible it is necessary for a Club to be 
officially enrolled as a Standard Club complying with all 
the requirements, and also to have not less than ten 
members participate in and pass the annual Standard 
test. The plan has only been in operation five years, but 
it has been very satisfactory. 

It is especially noticeable that the clubs which are 
actuated by high ideals and Christian motive are the 
ones that appear to rank as the best. It is a pleasure 
to publish the photos of Honor Clubs of the past few 
years. 

36 




lyl6-17— ROCHESTER N. Y. HONOR MEN'S LEADERS' CLU: 




1916-1;— EEMIRA N. Y. HONOR BOYS' LEADERS" CLUB 



The Honor Clubs for 1918 







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HONOR MI;N'S LEADERS' CLUB PROSPECT PARK BRANXH, 
BROOKLYN, N. Y. 




HONOR BOYS' LEADERS' CLUB, EAST SIDE BRANCH, 
NEW YORK CITY 



The Honor Clubs for 1919 




HONOR MEN'S LEADERS' CLUB, CINCINNATI, O. 




HONOR BOYS' LEADERS' CLUB, ELMIRA, N. Y. 



The Honor Clubs for 1920 




HONOR MEN'S LEADERS' CLUB, BROCKTON, MASS. 




HONOR BOYS' LEADERS' CLUB, ELYRIA, OHIO 



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STANDARD LEADERS' CLUB, 1920, MEXICO CITY 



CHAPTER IX 

OBSTACLES TO BE MET BY A CLUB 
By J. J. ToEDT 

Believing that the Leaders' Club is a very necessary 
part of our program I take the liberty to mention a few 
things which may have the appearance of obstacles in 
the promotion, organization, and permanency of a 
Leaders' Club. 

First of all we must be reminded that the majority 
of our Physical Directors serving the Association and 
many other agencies conducting programs of physical 
education, come from our leaders' classes. 

This being true we are convinced that the leaders* 
class is an essential part of our program and time should 
be set aside for this work the same as time is set aside 
for any class or group. 

Spasmodic Schedule 

A spasmodic schedule for leaders' work is a sure 
death blow. 

Small Attendance 

It should not be a discouragement to work with a 
small group. It is far better to conduct a small class 
of a half dozen or even less of the type of men or boys 
who mean business and have the interests of the 
Y M C A work at heart than to attempt to get large 
numbers, some of whom are attending only for selfish 
interests. 

.._.. .^. ^ 37 



38 THE LEADERS' HANDBOOK 

Selected with Care 

Leaders should be selected with great care. Men of 
gymnastic ability can be permitted to participate in the 
practical program but it should be understood that acro- 
batic ability is not fundamental. Only men of good 
character and with fair gymnastic ability should be 
encouraged to participate. Sometimes it is necessary to 
discourage a man or boy who has requested admission 
to a leaders' organization. He may be a detriment rather 
than a help. 

He May Be a Detriment 

His personality may be such that it will break up the 
harmony which should always exist in a Leaders' Club. 

Leader from Another Association No Guarantee 

Because a man or boy has been a leader in some other 
Association or has had experience with the Turners or 
other agency emphasizing heavy apparatus work is no 
sign that he should be solicited for membership in your 
club. A strict investigation should be conducted before 
he be admitted into the club. 

Club Should Be Well Organized 

No matter how small the number of leaders, the club 
should be well organized with president, secretary, and 
treasurer. This body should have regular monthly meet- 
ings at which time, besides such other business as usually 
comes up at a club meeting, it should act upon new 
applications for membership. 

Unanimous Vote on New Members 

A unanimous vote should always be necessary before 
candidate is accepted. 



OBSTACLES TO BE MET BY A CLUB 39 

Membership Committee 

A membership committee of which the Physical 
Director is a member ex-officio should be on the lookout 
for new material and always be requested to make rec- 
ommendations of their findings of the investigation, and 
these findings should be favorable before voting at the 
regular meeting. 

Not Over-organized 

Do not over-organize the club so that the members 
will think too much about the committee responsibility. 
Aim to make the organization stable but do not have 
too many committees and too many functions to promote. 
The work of assisting the Director in leading the prac- 
tical work in the gymnasium, swimming pool, athletic 
field, should receive first attention. 

Social Functions Not Too Prominent a Place 

The Club should promote social functions for its mem- 
bers but care should be exercised that this feature does 
not become too prominent or first thing you know you 
will have developed a social club which has lost the 
principal idea of the leaders' work. 

Do Not Overwork Leaders 

Care should also be exercised not to overwork the 
leader with activities outside the leaders' program. By 
this is meant such other social, religious, financial, or 
other activities promoted by other sections which should 
have representation from the physical section; these 
should be represented if possible by other than leaders. 
This does not mean that the leader should not take part 
in these other important phases of the Association work, 
but that if possible the work should be distributed so 



40 THE LEADERS' HANDBOOK 

that the leader may not lose interest because of being 
overburdened. 

Avoid Lax Program 

A definite program covering all the various activities 
under the heading of calisthenics, class evolutions, heavy 
apparatus, and including a Bible class session, instruction 
in elementary anatomy, physiology and hygiene, elemen- 
tary first aid, and Y M C A physical education subjects 
should be covered. 

Initiation Ceremonies 

The initiation ceremony should be simple but impres- 
sive. Omit anything offensive or of the nature of haz- 
ing. Be sure leader is sincere in his purpose before 
admitting him for initiation. Do not have the initiation 
for the purpose of having a good time or "putting one 
over" on the other fellow. 

The initiation should have a definite motive: that 
of instilling even greater interest through desire for 
service. 



CHAPTER X 

THE GYMNASIUM CLASS LEADER 
By Robert C. Cubbon 

A CHANGING program, the recent World's War, and 
a new emphasis are factors that compel us, like the 
Chinaman of yesterday, to look backwards for the really 
great achievements of our Leaders' Club. This is rather 
a startling statement to make, yet in the same breath 
it should be said that present interest on the part of many 
of the friends in behalf of the organization is indicative 
of a broadened scope and a bigger field of service for 
our Leaders' Qub. 

To a certain extent this most useful arm of our ser- 
vice has been a victim of circumstances, but a careful 
diagnosis on the part of its friends will disclose the 
fact that the vital organs are still intact and are func- 
tioning properly. Those basic fundamentals, the equi- 
lateral triangle, emblematic of all around growth, and 
"a work for men by men," were hewn out of rugged 
experience by the pioneers of yesterday and will still 
be the chief cornerstones upon which the new day will 
be built. 

We should not be pessimistic as to the future of our 
Leaders' Club for we are now entering an era fraught 
with the greatest of possibilities. If we did reach a 
high pinnacle in the remote past, there are still higher 
peaks to scale, for the good work done in the pioneer 
years has produced certain basic principles and a more 

41 



42 THE LEADERS' HANDBOOK 

definite place for us in the life of the Association and our 
country. 

Physical illiteracy is spelled in terms of a nation rather 
than an individual, and since no chain is stronger than 
its weakest link, no nation is stronger than its weakest 
citizen. If this is true, then every Physical Director and 
every leader is making a patriotic physical contribution 
to his country and that is the new motive or the modern 
message that will compel our Leaders' Clubs to strive to 
attain and to achieve what would have been considered 
impossible in days prior to the war. Is it not entirely 
in keeping with good logic to believe that an efficient 
Leaders' Club will make for a better Association; better 
Associations can make definite contributions toward 
better cities and better cities and communities will make 
for a better nation? 

In the estimation of many people our Leaders' Club 
reached its highest point of efficiency in the late 90's 
and if this is true what were the causes that made it 
succeed and then fail? The answer is comparatively 
simple: The program of the department was clearly 
defined and objectives were few and leaders were trained 
to meet those requirements. Calisthenics and apparatus 
work were the major activities, and to be a leader one 
had to be an expert in apparatus work. One-half hour 
calisthenics, one-half hour apparatus work, an addi- 
tional one-half hour for some more apparatus work, and 
some informal work and games constituted the program. 

It is very evident that the American temperament has 
outgrown these Swedish and German bases and the ele- 
ment of competition demands greater recognition and 
the Leaders' Club that fails to take cognizance of this 
fact will impede rather than help the progress of the new 



THE GYMNASIUM CLASS LEADER 43 

day. We have recognized the fact that we have been 
going through a period of transition and we have 
reorganized our program and will proceed to greater 
accomplishments. There is nothing static in our work, 
let us be thankful for that, for it obligates each new 
decade of leadership and opportunities for initiative and 
research will ever live in the present. 

Throughout this entire book, the new day and the 
new program is indicated by reason of the many activ- 
ities as against the few activities of yesterday. Calis- 
thenics will continue to have a major place, although a 
lesser but still a very important place is reserved for 
apparatus work and an ever-growing appreciation will be 
very much in evidence as to the value of the games 
program. 

Physically speaking, ''Let us be all things to all men," 
for the more opportunities we create for leadership, the 
more men we will need for service and a greater number 
can be accommodated in our plants. 

Like the men of yesterday, let us formulate a definite 
program and measure up to it by producing an adequate 
lay leadership. Where there was one type of leader 
yesterday, today there must be many, and doubtless the 
most difficult task that can be assigned to a leader is 
that of leading a class in calisthenic work. 

Forcing a man into the limelight does not necessarily 
make that man a leader of men, but the man or leader 
who is anxious to reach the charmed circle of success 
should be able to stand before men and to think and 
act clearly. The man with a message cannot develop 
alone. He must express it to others, so a class leader, 
like a successful teacher, preacher, or lawyer grows by 
real giving. The fundamentals which hold true in pub- 

4 



44 THE LEADERS' HANDBOOK 

lie speaking also hold true in class leading and it is 
only a short step from one to the other. 

Class leadership differs from the other types of leader- 
ship in that the group involved is usually larger and 
the opportunity for thought between acts is reduced 
to a close margin. Class leading should be considered 
a post-graduate work for the leaders and the successful 
Physical Director will expose the successful leaders to 
this greatest opportunity for growth. 

It would be most unfortunate indeed if we should 
have all the professional assistance we needed to operate 
an adequate program, for in the first place we would 
be defeating our fundamental principles, viz., "A work 
for men by men," and second, it is rather through the 
many than through the few that our department will 
grow to be a real factor in fighting back Physical Illit- 
eracy in our membership, in our city, and in our country. 



CHAPTER XI 

THE ATHLETIC LEADER 
By Geo. L. Listman 

In taking up this question it is well to have clearly 
in mind the ideal toward which we are working, our 
aims, and just what we are trying to accomplish. With 
the increased interest in athletics, both by the public 
and competitor, the place for the athletic leader will be 
of great importance. Mass athletics, as demonstrated 
in the Army, can be used on a smaller scale in our As- 
sociations. Would it not be a great accomplishment to 
have the athletic leader responsible for, and able to inter- 
est, everyone in our Association membership, expert as 
well as beginners, in some branches of athletics, either 
formal or informal, every season ? A great many pay to 
be amused by athletics and games ; can we not inaugurate 
a system through this leadership that will place more 
men and boys in the ^'taking part" attitude? Athletics 
strengthen the muscles and give confidence to the man 
who is inactive. This, in addition to the educational value, 
makes a great argument for participation. 

We can divide the requirements of a man to fill this 
position as follows: 

1. Sterling character 

2. Leadership 

3. Coaching ability 

4. Performer 

Let us now consider them in that order. 

45 



46 THE LEADERS' HANDBOOK 

1. Character. The athletic leader, I thoroughly be- 
lieve, has one of the most difficult divisions, and should 
be a man of the very highest and best character, clean 
cut, with attractive personality, embodying the all-round 
development. He must realize the great service he can 
render. It is utterly impossible for one without these 
attributes to successfully instil in others the proper com- 
petition and clean sportsmanship. 

2. Leadership, To be a successful leader others must 
follow. It will be necessary to have the respect of the 
men, a fine opportunity for him to use his influence for 
clean athletics and competition in every detail. Enthu- 
siasm is needed and willingness to help. Encourage the 
backward men and those not skilled as well as the 
expert, by a system of scoring which will give them all 
credit according to their performance. With an incentive 
Ito do better, some men will spend years to improve their 
style by conscientious practice, and their example and 
success will help numerous others to imitate and follow 
their training. 

3. Coaching. This needs patience with a personal in- 
terest in each man. Loyalty is developed. New men 
are made to feel welcome. One night a week known 
as athletic night throughout the season, with a definite 
schedule of events, with the athletic leaders on the job, 
will do more to stimulate this work than anything we 
can do personally. 

Familiarity with all rules, both letter and spirit, in the 
various events is absolutely necessary. Start with the 
rudiments and gradually advance. Include training rules 
such as diet, sleep, and proper form. 

Fairness and honesty in conduct of all meets and 
events is absolutely essential to gain confidence. The 



THE ATHLETIC LEADER 47 

amateur definition, conditions of competition, track and 
field records, definitions of a novice, and athletic attire 
are very important factors for him to become thoroughly 
acquainted with. 

The prize hunter should be discouraged, though proper 
and limited awards are always in place. Careful selec- 
tion of track team representing the Association, where 
of necessity a higher type of specialization is needed. 

Equipment should be in good order. Literature on 
different athletic subjects and rules brought to their 
attention, and class exercises to develop form used. 

4. Performer. A leader should be at least a fair 
performer to back up his methods. A man with a rep- 
utation of the all-round type is strong with certain 
groups. While a good performer may not always be 
most essential, and in a great many instances impossible 
to enlist, the importance should be kept in mind. 

5. Ability. Able to arrange meets, hold contests, pro- 
mote all-round athletic contests for class work, officiate 
when necessary. A leader in formal as well as informal 
athletics. Handle track team for competitions, promote 
men in all class work as soon as they advance, with the 
object always in mind of a high-grade performance, a 
clean-cut purpose of competing on the level at all times. 
Men of this type will need to be developed. Isn't that 
our job? 



CHAPTER XII 

THE GAMES LEADERS 
By George O. Draper 

By play the animal learns to live. The child is no 
exception to this rule of nature. The natural environ- 
ment of the child is a play environment, so an organiza- 
tion which deals with growing boys must be expert in 
those things which are fundamental to the growth and 
development of boys. Deprived of adequate play, the 
child fails to attain complete development, physically, 
mentally, or morally. Imbeciles, feeble-minded, idiotic 
children do not play volitionally. As play creates in the 
child, it recreates in the adult. Games have always been 
a source of pleasure to the normal man and are of 
recognized value. 

The play life of the people of this country is richer 
than that of most other nations. To play can be traced 
many of the beneficial social conditions existing, as well 
as evidences of a superior physical ability. Play is go- 
ing to hold a more important place in the future than 
it has in the past. The recognition of the value of games 
for all people and the re-awakening of the play instinct 
of a large number of our young people, is making in- 
creasing demand for leadership in this activity. 

The game leader has an open door to the community. 
His field is not limited to the gymnasium, because its 
cumbersome equipment is not necessary to him in his 

48 



THE GAMES LEADERS 49 

activity. His program can be adapted to all kinds of 
conditions — indoors, outdoors, parlor, schoolrooms, fac- 
tories, streets, etc.; large groups and small groups. It 
is adaptable to old and young, strong and weak. It 
knows no class distinction. It is enjoyed by all, and 
as it is a benefit to all, physically, mentally, morally, and 
socially, he is rendering real service. The games pro- 
gram of most of our Associations can be greatly en- 
riched. There should be times for free play, times 
when new games are taught, and definite plans made for 
the training of play leaders. 

Training classes for game leaders who can promote 
contests at churches, factories, schools, play centers, etc., 
suggest a means by which the Physical Department pro- 
gram can be extended throughout the community. 

In order to develop a successful game leader, it is 
necessary to create in the leadership an attitude of mind 
which, for lack of a better term, we will call "game- 
mindedness." By that is meant that the leader enjoys 
playing games, has had experience in playing, has a 
general knowledge of games, and some skill, has an ap- 
preciation of the character-building value of games and 
a knowledge of organization methods, coaching methods, 
and rules. 

To an Eskimo a World Series ball game would be 
a source of entertainment only through his amazement 
at the way the crowd acts. The game itself would be 
a failure as a means of entertaining, so far as he is 
concerned. The enthusiasm generated among American 
fans is an outburst of expression of those old experiences 
which have come in former years as players of the game. 
We are play-minded as far as baseball is concerned. The 
Eskimo, who has never had physical expression in the 



50 THE LEADERS' HANDBOOK 

form of baseball, cannot experience that outbreak of 
enthusiasm. 

This game-mindedness cannot be developed by special 
lectures or observation. It will come only through the 
sensation of self-expression by muscular action resulting 
from actual participation in the game ; hence, in the train- 
ing of leaders for games, a large place is given to actual 
play. 

Normal boys are game-minded and merely need to 
be given game material and taught how to use it. Men 
have to have their play instincts awakened and broad- 
ened. Some still play, but their play experience is 
limited to a solitary game, such as basket ball, hand- 
ball, or bowling. This is not enough for a play leader. 
His knowledge must include numerous other games. 

Should the game leaders meet once a week for one 
and one-half hours, the first half hour will be given over 
to theory, such subjects as the philosophy of play, value 
of games as an educational force, organization methods, 
study of rules, study of coaching methods, leadership, 
etc. ; the remaining hour should be given to actual play 
activity or in leading others in such activity. Games 
for the home, for church socials, parties, game festivals, 
noon hours at factories, county fairs, play centers, 
schools, etc., typical programs for different occasions, 
can be included in the practical work. The practical 
application of the knowledge acquired during the course 
can be furnished through play groups in the gymna- 
sium. Game festivals can be planned, with each play 
leader assigned to some church or factory for the pur- 
pose of developing a representative team to participate 
in the festival. Unless some opportunity for expressing 
the newly gained knowledge and experience is given, 



THE GAMES LEADERS Si 

it is more than likely a great deal of the leadership will 
never be put to use. 

Be guided by the principles of everybody in the game 
and play for the joy of playing, rather than for a prize, 
remembering that the real victory is character and not 
the pennant. 



CHAPTER XIII 

THE SWIMMING LEADER 
By B. Deane Brink 

This is a challenge to lead others to health and happi- 
ness by the water route. 

Accept this challenge and you will pay a price. 

The price is to lose yourself in service. 

The reward is in the joy of achievement. You have 
helped another live. 

It is your opportunity and obligation to see to it that : 

1. Every boy is prepared to save his own life and 

the life of others — ^thus making him a better 
member of society and giving him a chance for 
fuller self expression. 

2. Every boy indulges in the absolutely best form of 

exercise known. 

3. Every boy has all the wholesome fun he can pos- 

sibly cram into his existence. 

Your slogan to be: 

Every boy a swimmer. 

Every swimmer a life saver. 

The very best protection against drowning is the 
ability and sense to swim. 

Be at home in the home of the fish. 

Cheer folks up, show them that water is their best 
friend, both inside the body and out. 

Show them that success in learning to enjoy any sort 
of water activity depends entirely upon their attitude 
toward the water. 

52 



THE SWIMMING LEADER 53 

There is but one real reason why any person cannot 
swim, and that, "Fear." 

In the very young this condition does not exist, and 
it is only after some person who really ought to know 
better, ducks, splashes, or otherwise frightens a child 
or some one older, that difficulty is had. 

This condition may also be brought about by getting 
impressions through hearing, reading about, or actually 
having a part in some water accident. 

It is clear then that the first and most important task 
for the leader of water activities is to inspire confidence, 
get rid of fear. 

A few fundamental facts will establish this necessary 
confidence. 

Any boy with strength enough to stand, brains 
enough to comprehend, and with water near and enough 
to float him "Can Learn to Swim." In fact, it is pos- 
sible to learn the most important things about swimming 
with only a wash basin of water and room enough in 
which to move the arms and legs. 

It will also help create confidence if a boy knows 
that like a fish he cannot sink or drown, provided there 
is always plenty of fresh air in the lungs. 

Demonstrate this by the fact of displacement of water 
equal in volume to the body. 

The specific gravity is approximately the same, and 
what little difference there is in the body weight is 
overcome by the buoyancy created by the air in the 
lungs. 

Prove the foregoing by going into the water, taking 
a deep breath, and doubling up like a ball. You will 
float as long as you can hold your breath. 

While floating have some one push you beneath the 



54 THE LEADERS' HANDBOOK 

surface, and after the pressure is removed you will 
immediately rise to the surface like an inflated water 
polo ball. 

There are many ways of demonstrating this truth, 
but this will be suggestive. 

In learning to "feel at home in the water," to swim, 
dive and save life, you will remember five things. Count 
them on the fingers and thumb of either hand. 

Begin with the thumb, letting each digit represent one. 

1. Confidence 

2. Breathing 

3. Balance 

4. Relaxation 

5. Coordination 

Confidence. This is of great importance. 

Confidence in yourself. Your attitude must inspire 
confidence. Have in mind always that the confidence 
of the learner will rise no higher than your own con- 
fidence in yourself and in him. 

You will inspire confidence when you speak in a low, 
convincing tone of voice. 

Belief in your ideal will be reflected in your voice 
and actions. 

Breathing. If you are to "feel at home in the home 
of the fish," you must breathe and act like fish. 

In swimming, the order of breathing must be reversed, 
it must be in through the mouth, out through the nose. 
In the majority of swimming strokes the head is held 
face down, air being gasped in through the mouth 
as the head is turned up sideways and blown out through 
the nose under water. 

In this way no water is brought in contact with the 
delicate mucous lining of the nose passages. Again 
more air can be taken into the lungs, in a given space 



THE SWIMMING LEADER 55 

of time, through the mouth than through the smaller 
nose openings. 

Because of an inherent fear of strangulation, few peo- 
ple care to put their faces down into water. 

This is one of the primary reasons why so many 
never lose their fear of water or drowning. 

While in the element of the fish, learn to breathe like 
a fish and fear will vanish instantly. 

Looking with face under water at the extended fingers, 
or rings, small rocks, or shells will distract the atten- 
tion from the water and accustom one to the new 
environment and create confidence. Introduce the play 
element. 
Balance 

In our natural element we move about in an upright 
position. 

In the home of the fish we must do as does the fish, 
lie face down. 

The nerves and muscles must be taught to make the 
body move while in this position. 
Relaxation 

The body floats better when relaxed. Relaxation 
comes as the result of confidence. The relaxed swim- 
mer does not tire easily. 

Coordination is the perfect working together of parts, 
mental and physical. 

Learn the various movements used in swimming, 
diving, and life saving. Coordinate them until they 
become automatic without having to think about them. 
You will then "Feel at home in the water." 

The best stroke to teach beginners must be both easy 
and natural. 

The fundamental "crawl" is such a stroke. 



56 THE LEADERS' HANDBOOK 

The method is simple. 

1. Eliminate fear. 

2. Take air in through mouth, exhale through nose. 

3. Practice floating face down for balance and relaxa- 

tion. 

4. Kick legs up and down, imitate a steamboat. 

With elbows straight, whirl arm around forward 

like a windmill. 
Put these two movements together. 

Complete success is then but a matter of practice. 

After the "crawl," master other strokes. 

Dives, Hfe saving, and "stunts." 

The fundamentals of life saving should, however, be 
taught as soon as the "fundamental" crawl is mastered. 

Having learned this fundamental stroke, a boy is now 
able to do four things. 

He is able to help those in danger of drowning, and 
can save his own life. 

He is in a fair way to develop a clean, strong body. 

He is able now to get a lot more fun out of life than 
the fellow who cannot swim. 

But best of all he is in possession of knowledge which, 
passed on, will bring health and happiness to others, and 
prevent many unhappy accidents and loss of life. He 
in turn will reproduce you, the leader. He too will 
know the joy of service. 



CHAPTER XIV 

THE ASSOCIATION PHYSICAL DIRECTOR- 
SHIP 

By Martin I. Foss 

The Young Men's Christian Association work has all 
along been a young man's organization and it is but 
natural that the physical emphasis should be strong. 

In the early days, ex-circus performers, worn-out 
vaudeville stars, and other acrobats were employed by 
the Association, but beginning in 1877 when Robert J. 
Roberts became Physical Director of the Boston Asso- 
ciation the idea of the Christian physical directorship 
began to take root. Then began a new conception of 
physical work of which the health objective came to be 
prominent. The character values of physical education 
early came to be sought and while there is still confu- 
sion in the minds of some, for the most part it is ac- 
cepted that the Physical Department work is altogether 
in line with the legitimate functions of a Christian or- 
ganization. 

No better statement of the principles upon which the 
physical work of the Young Men's Christian Associa- 
tion is based can be found than that appearing in "Phys- 
ical Education"* from which we quote the following: 

First Principle. That health is fundamental to full 
development and that during the entire life of the 

* The official Handbook published by Association Press, 347 Madison 
Ave., New York city, should be studied for further details pertaining to 
the work of the Y M C A Physical Department. 

57 



S8 THE LEADERS' HANDBOOK 

individual health is dependent upon the proper func- 
tioning of the motor apparatus, its work differing in 
amount and character according to age and condition. 
Second Principle. That the full development of 
Christian character and sturdy manhood depends upon 
proper and adequate physical training, especially dur- 
ing the period of youth and young manhood. 

Third Principle. That fundamental physical and 
mental differences are recognized in the individual in 
the various stages of his development which represent 
the important epochs in the Hfe history of the race 
and that at these times the individual is peculiarly 
susceptible to influences potent in the formation of 
character and that rightly conducted physical training 
affords a most powerful means for controlling the 
same. 

Fourth Principle. That physical training affords a 
means for overcoming those subtle and vicious ten- 
dencies of modern life developed through idle drifting, 
by providing healthful amusement and recreation for 
young men. 

Fifth Principle. That physical training is a potent 
factor as a deterrent to the breaking down of the 
moral and religious standards of men, brought about 
by a lowered efficiency in vital stamina through fatigue 
and preventable diseases. 

Sixth Principle. That the enlistment of men in 
volunteer service for others is a basic principle in 
the Young Men's Christian Association. 
It will be seen that physical education is a science in 
that it has a system of fundamental essentials and prin- 
ciples and an art in that it requires performing skill. 
If it is both an art and a science, it may legitimately 
be classed as a profession, and those who practice and 
teach it may be considered in the same class as those 
who practice with men in the other great professions. 
The physical directorship is a teaching profession. 



THE ASSOCIATION PHYSICAL DIRECTORSHIP 59 

The laws of health must be taught ; rules of games and 
instruction in methods of attaining performing skill in 
gymnastics, athletics, and swimming must be given; as- 
sistance must be given men and boys to show them how 
to overcome wrong habits of living and poor muscle 
habits (bad posture). Instruction in all matters pertain- 
ing to physical well being falls to the work of the Phys- 
ical Director. 

The physical directorship is an administrative voca- 
tion. The modern conception of Association work as 
being related not only to the boys and men within the 
membership but also to those in the community greatly 
enlarges the scope of the work. To direct the work 
of several hundred (often several thousand) of boys 
and men in the membership requires skill in arranging 
programs and schedules that do not conflict, but when 
this is enlarged to include work in the churches and in- 
dustries there is a need for the most accomplished ad- 
ministrator. Follow the average Physical Department 
users for a day if further proof is desired. Entering 
the dressing room where soap and towels and often 
athletic outfit is wanted, he goes to the class where a 
schedule must be operated not only that is adapted to 
his need, be he old, middled aged, or young, but which 
runs smoothly through the day's order from the formal 
on through recreative period where all get the quality 
and quantity of exercise they want. He may go to the 
boxing or wrestling class or hand-ball court where all 
must run smoothly and according to Hoyle. Or he may 
go to the swimming pool and showers where he wants 
what he wants and in the way he wants it. If you 
prefer to go to the factory district and observe the 
Shop Industrial League, again you see system and order. 



6o THE LEADERS' HANDBOOK 

It is easily understood that when ideal conditions 
exist such as described there is an expert behind the 
machinery and administrative skill is one of the 
important essentials for the Physical Director. 

Then again, the Physical Directorship is a team work- 
er's job. The boys, young men, business and profes- 
sional men, compose his clientele. The varying interests 
including all forms of sports must be coordinated. 
Volunteers must be found, inspired, and trained for 
service and kept enthusiastically at work for their fel- 
lows. There are the different departments within the 
Association into which the Physical Director must gear 
his work and with which he must earnestly cooperate. 
The physical activities operating in the schools, private 
clubs, playgrounds, and other civic or private community 
organizations should form a united force with which 
the Association Physical Director casts his lot for the 
city-wide advancement of general physical education. 
He is in reality a community engineer. 

The Association physical directorship is a Christian's 
vocation. While it is accepted that physical education 
as such does not lead men to accept the Christian ideal, 
yet the objective of the entire work must be the objective 
of each part of that work. It is, therefore, not only the 
sacred privilege but the duty of the Physical Director 
to actively promote definite religious work within his 
department as well as cooperate with the general relig- 
ious efforts of the Association as a whole. Nowhere 
are better and easier contacts made for relating men 
and boys to their Creator. Character is revealed in 
athletics as perhaps nowhere else. Team games develop 
practically all the essentials of a democratic community. 
Fair play, respect for others, energy, initiative, enthu- 



THE ASSOCIATION PHYSICAL DIRECTORSHIP 6i 

siasm, loyalty, bravery, discipline, self-control, self-sacri- 
fice, cooperative work, and a score of other traits may 
be named that are common to team play and which are 
characteristic in worth-while citizens of a democracy. 
Thus it is that religious efforts of the most effective 
kind form a regular part of the work of the Associa- 
tion Physical Director. 

To paint the picture of the physical directorship in 
another way, we would say that his work consists first 
of discovering the needs of the boys and men of his 
community that are not being met, and then setting 
about to meet those needs so far as his ability permits 
and the Association is able. 

To do the one requires close observation and first- 
hand contact with the life of the young manhood so that 
the Director may know what are the handicaps and 
hindrances in the city such as bad working conditions, 
evils that tempt young men to abuse their bodies, and 
the opportunities outside the Association for wholesome 
recreation and physical exercise. Having that data in 
hand the Director must go forward and plan a program 
both for men within the membership and those who can 
be won to join and for the larger group which cannot 
be brought to the building. The one group is given 
class athletics and game programs and the other is 
reached in factory at noon-day lunch or other period 
as may be most practical, or through school gymnasiums 
if such are available, or on athletic fields or open lots 
or at lake side or in church gymnasiums or Sunday- 
school rooms, or wherever available space can be found 
that boys and men can congregate. 

When the work of the Association Physical Director 
is thus observed, one realizes that he must possess a 



62 THE LEADERS' HANDBOOK 

well-grounded knowledge of body structure and func- 
tion and its care and also a good working knowledge 
of mental growth and the social laws and how the whole 
youth may be naturally led to accept the highest ideals. 
Likewise, a detailed knowledge of the many phases of 
physical activities must be had for he must teach calis- 
thenics, apparatus work, athletics, swimming, and the 
major games of baseball, basket ball, etc., as well as 
a score or. more of the informal mass games. Withal 
he must be well grounded in religious education so that 
all the activities may be made to yield constructive and 
character values. Such knowledge does not come with- 
out effort and the best directors of today are men who 
have spent years in special study and preparation. Three 
Y M C A Colleges with carefully outlined special courses 
are in operation to train young men for this important 
vocation. They are located in Springfield, Mass., Chi- 
cago, 111., and Nashville, Tenn. Detailed information 
can be had by writing "Young Men's Christian Associa- 
tion College" in any of the cities named. 

The great need of the hour is for greater numbers 
of properly trained Physical Directors. The Association 
physical work cannot move forward to but a small frac- 
tion of its possibilities because young men are not being 
recruited in sufficient numbers. 

This vocation that has as its aim the building of virile 
and efficient manhood offers a field of very great use- 
fulness to young men as a vocation. Gymnasium lead- 
ers should keep this need constantly before them, and 
as they discover hopeful prospects, or perchance find 
themselves interested, confer with the Physical Director 
or write the nearest Young Men's Christian Association 
College. 



CHAPTER XV 

HELPFUL HINTS FOR THE LEADER 
By Harvey L Allen 

Do you recall the parable in Matthew 25 of the three 
men with the talents? Do you remember that the man 
with the five talents used all five of them and the man 
with two used them both while the man w^th one hid his ? 
I have often wondered what would have happened if 
the man with five had only used four and the man with 
two had used one and hid the other. 

There are a number of young men in every Associa- 
tion who have talents that are lying unused. They do 
not know they are talents. They would look at you in 
wonder if you were to tell them that they were walk- 
ing around over gold mines. How many, many times 
have I seen leaders come back home from college for 
the holiday season or back from a small field where 
they had spent some time teaching gymnasium classes 
and heard them say to the Leaders' Corps: "You men 
do not realize the value of the training you are getting 
here. If you did you would never miss a night and 
you would study this work with enthusiasm." 

What are these talents that lie hidden? They are 
simply these: leadership, executive ability, teaching 
ability, and knowledge of physical w^ork, games, etc. 
Perhaps the best way to explain the value of these talents 
is to tell you some true stories. Here are just a very 

63 



64 THE LEADERS' HANDBOOK 

few of the men who have gone out from one Leaders' 
Corps ; we could double or triple the number of illustra- 
tions from this one class if space permitted. 

A. was a leader in the boys' department until he 
left for college where he intended to work his way 
through. When he got to college he found it very dif- 
ficult to find sufficient odd jobs to meet all his expenses. 
His folks were poor and could not contribute a penny 
to his support. In the gymnasium he soon discovered 
that his training in the Leaders' Corps had given him 
a knowledge that made him of real assistance to the 
Physical Director who was rather inexperienced and 
untrained. It was a small school and could not afford 
to employ a high-priced man. Toward the end of the 
first year A. was in school, the Physical Director left 
and A. was immediately offered the position at a salary 
that would enable him to not only cover his expenses 
but contribute something to the support of his family, 
who were finding it hard to get on without his help. 
Little did he dream when he was attending the boys' 
Leaders' Corps that he was developing a talent that 
would give him a college education. 

That story could be duplicated hundreds of times. I 
know of a score of such instances myself. One day 
B. dropped into town on a trip west from New York 
where he was the superintendent of a large manufactur- 
ing plant and as he had been a former member of the 
Leaders' Corps we asked him to visit the class that 
night and speak to them. The gist of his talk was 
this : "Appreciate your opportunities here in this Corps. 
It was through this Corps and its floor and committee 
service I discovered I had the ability to handle men 
and that led me to aim at the star of becoming an exec- 



HELPFUL HINTS FOR THE LEADER 65 

utive. I owe my start to this training you are now 
receiving." 

C. was the bookkeeper in a small coal office getting 
$75 a month. His ability as a leader in the Corps was 
marked and the Physical Director called him into the 
office one day and suggested that he had a talent that 
was being wasted in his present position. C. was doubt- 
ful. Going away to college did not appeal to him and 
besides he was doing well where he was. The Phys- 
ical Director was persistent. Every two or three months 
he called him in and put it up to him again. At the 
end of a year he was sold and started off for school. 
He worked his way through college and medical school 
with the talent of leading gymnasium classes and then 
became a teacher in his Alma Mater and finally took 
over an important piece of industrial work in hygiene 
and sanitation in the South among the workers of the 
textile mills. It was largely because of his work and 
demonstrations in this field that the cotton mills of the 
South are working twelve months a year now instead 
of eleven months as formerly. Several years ago the 
operators in convention publicly made this statement. 
Today Dr. C. is in an important executive position 
where he is multiplying the work he started in the South 
among industries of all sorts the county over. 

D. came from a poor home and was one of several 
brothers. He was the only one in the family who 
joined the Association and came into the Leaders' Corps. 
It was his work in the Corps that led the Physical 
Director to suggest the possibility of putting his talent to 
work for his own and others' betterment. At last he 
consented and worked his way through college. The 
talents thus developed have not only given him a broad 



66 THE LEADERS' HANDBOOK 

education but six years of travel in Europe and a posi- 
tion today where his life is counting many times over 
that of his brothers, who still plod on in the same old 
jobs. 

When the Community House asked us to send them 
a leader one evening a week to look after a gang of 
boys that were a trial to the neighborhood and some of 
them already listed as juvenile delinquents at police 
headquarters, we selected E., one of our leaders for the 
job. When it was put up to him he doubted his ability 
to interest them and it was only after strong pressure 
that he consented. The things he had learned in the 
leaders' class and the gymnasium were his chief assets 
in handling that group and he instantly became their 
leader and counsellor. At the end of the season when 
he went out for the last meeting imagine his surprise 
at finding that these youngsters had arranged a "ban- 
quet" in his honor. He says now that it was the hap- 
piest experience of his life and he is grateful for the 
opportunity to have found the joy in service. 

I know doctors, dentists, college professors, executives, 
and Physical Directors, who will not hesitate to say 
that the Leaders' Corps opened their eyes to talents 
hidden in their lives that have led them to aim at higher 
things in Hfe than they would ever have done otherwise. 

My advice to leaders is: Appreciate the opportunity 
the training in the Corps is giving you. Study to 
develop the talent of handhng men. Learn to lead 
classes and to speak. This will come from giving com- 
mands, making committee reports, and finally in more 
extended ways in the Corps and its work. Study the 
lessons in hygiene and health in the Leaders' course. 
It will broaden your education, make your life happier, 



HELPFUL HINTS FOR THE LEADER 67 

and save you money and time. Do faithful work on 
committees. You are developing a character and that 
is never well done by doing anything slipshod. An out- 
standing committee worker is on the sure road to suc- 
cess in life. Learn the joy of service. Become one of 
that small but Heaven blessed group of *'pushers" in 
the community rather than follow with the great crowd 
of folks that are either pulling back or doing nothing 
to help the rest of mankind. Line up with the "building 
up" program of your community, these are the salt of 
the earth and they preserve society from hopeless decay. 
Thus the Association's Leaders' Corps will point the way 
for you to interpret your spiritual ideals in every day 
living and service. 

"His lord said unto him, Well done, good and faith- 
ful servant: thou hast been faithful over a few things, 
I will make thee ruler over many things: enter thou 
into the joy of thy lord.'* 



CHAPTER XVI 

THE MONTHLY MEETING 

By Floyd M. Sharp 

Friendship: A wonderful word, the value of which 
is realized by few. The size and quality of our circle 
of friends indicates in a fair way our ability to succeed 
in life. It is the measure of what we put into life, and 
consequently what we get out of it. One of the basic 
principles of the International Leaders' Qub is friendly 
cooperation. How very important, then, is any activity 
which creates and develops friendship within this organ- 
ization. Let us see how the monthly meeting may be 
conducted so as to contribute to this end. 

It is generally agreed that the Leaders' Club should 
consist of enough members, of high Christian character 
and pleasing personality, to assist in covering all activ- 
ities promoted by the Physical Department. To 
accomplish this ideal condition we must include in our 
program of club activities, features which will attract 
young men who are not members, and also hold the 
interest of those who are members. 

The monthly meeting can be made the most attractive 
of these events. We should not confine these meetings 
to dry business matters entirely, else we shall have a 
hard time enforcing attendance. A social program 
should be planned for each of these affairs. Whenever 
the invitation may be secured, it is a good idea to hold 

68 



THE MONTHLY MEETING 69 

the meeting at the home of one of the members. A 
committee appointed for the purpose may cooperate with 
the family in planning the festivities and entertainment 
for the occasion. If it is not convenient to hold the 
meeting at any of the members' homes, this committee 
can usually secure a small hall, very inexpensively, 
which will serve the purpose. 

Occasionally the ladies should be invited. What fel- 
low does not like to show off his choice and incidentally 
see yours? 

The exact program of a meeting may vary in detail. 
In general, however, the business meeting should come 
first, then the games or other entertainment, followed 
by refreshments. Just a word here about the business 
meeting. A definite starting time should be mentioned 
in the announcement sent to the members, and the meet- 
ing should be called at exactly that time. Keep before 
the members the importance of attending these meetings 
and being on time. It is a good habit to cultivate. As 
you are going to devote a portion of the evening to 
frivolities, the business meeting should be strictly busi- 
ness. Each member must be taught to consider seriously 
the problems before the club and take an active part in 
their solution. 

The program following the business meeting usually 
depends on the time, place, and girl. Here is an oppor- 
tunity for your club musical talent. Especially if the 
gathering is at a member's home, they may usually pro- 
ceed with this protection, to entertain you to their heart's 
content. 

If the ladies are present, I would, very unostenta- 
tiously, make this suggestion. The average normal young 
man and lady of the present day enjoys dancing. If 



70 THE LEADERS' HANDBOOK 

congenial to the crowd, this will contribute to the suc- 
cess of the evening. 

Games of all sorts may be used during the evening, 
both competitive and otherwise. Stunts may be pre- 
arranged and pulled off to the delight of the older mem- 
bers and the consternation of some unsuspecting new 
member. The subject will usually be keen to secure 
new members and subsequent revenge. 

Those who already mingle with other young people 
and enjoy dancing, games, etc., will do twice as much 
for the club if they may participate in these affairs 
occasionally. Those who have not been so fortunate 
as to become accustomed to this companionship will 
gradually broaden out and develop latent qualities under 
the influence of these gatherings. Without a doubt, the 
social program of the monthly meeting, while not the 
most important, will do more for the general welfare 
of the club in the way of each member's attitude than 
any other activity. The social game in the gym occa- 
sionally and the weekly get-together are important and 
necessary, but the monthly affair will be looked forward 
to with keener interest and with this interest will come 
better support to the club. 

We may summarize the purpose and benefits of our 
monthly meeting then something like this. First, to 
conduct a business meeting, disposing of all items which 
have accumulated during the month. As a deep in- 
terest in this business meeting on the part of all club 
members is highly desirable, we arrange an entertain- 
ment program which will appeal to the member from 
a different angle and insure his attendance at these meet- 
ings. By developing the member's social interests in 
the club, we are assured of his hearty support in con- 



THE MONTHLY MEETING n 

nection with the business affairs of the club as well. 
We create friendships which tie the members up to the 
club in a definite manner. In fact, we develop that por- 
tion of a young fellow's nature which is otherwise often 
neglected, and prepare him for bigger, better things in 
life. 



CHAPTER XVII 

HOW TO GET NEW MEMBERS 

By A. E. Garland^ M. D. 

When we consider the question of securing mem- 
bers for the Leaders' Corps we must bear in mind, first 
of all, the kind of men that are suited for this impor- 
tant service. No group of men for Association work 
should be selected with greater care, because they have 
an important place of leadership, as well as the render- 
ing of a distinct service, and therefore exert a strong 
influence on the other members. This group, under 
proper training and careful selection, can be made one 
of the strongest factors for good in the Association. 
Let us first consider the kind of men that are required, 
and then how to select them and secure their services. 
There should never be any difficulty in finding good 
men and getting them to serve if the work is presented 
to them in the right way. The best men are none too 
good for this important line of work and should be 
men of strong Christian character, whose morals are 
above reproach. I have in mind several instances where 
much harm was done because men were taken without 
much attention being given to their characters. On the 
other hand, it is sometimes expedient to put on the tem- 
porary Corps men who may later be placed on the regu- 
lar leaders' organization and who can be led to accept 
the Lord Jesus Christ, and steps should be taken to 
bring about this result. I have known some of the best 

72 



HOW TO GET NEW MEMBERS n 

men to come through that way of approach. The next 
qualification must be that of leadership. These men 
must be able to command others and have real leader- 
ship ability, and be men whom others will follow. They 
must be qualified with some natural ability to do the 
things that are required of them. There was a time 
when we selected men because of their ability to do 
apparatus work, but that day has passed. The setting 
of stunts on apparatus has given way to leading drills, 
the setting of simple exercises and games, and the lead- 
ing of teams and committee service. A forceful per- 
sonality is a great asset, though there are times when 
leadership and personality do not go together. A fine 
personality, as we think of it, means a pleasing pres- 
ence, with fine physique, energy, force, and ability. 
These qualities certainly help in any question of leader- 
ship, but are not always of first importance. Readiness 
and willingness to serve others, and an unselfish spirit, 
are qualifications that must not be overlooked, as a self- 
ish man cannot serve acceptably on a Leaders' Corps. 
He would think of his own interests first instead of the 
other fellow's. Young unmarried men are the best for 
this type of work, as they are not handicapped with 
home ties that may require a great deal of attention. 
The same may be said of the young man who is en- 
gaged to be married. Now, these men are not easy to 
secure, so it makes the work of selecting material for 
the Leaders' Corps a difficult task. The most success- 
ful way of getting the right men is, first, to scrutinize 
every man who comes on the gymnasium floor as a 
possible leader. When any man is sighted who seems to 
come up to the requirements his acquaintance should at 
once be sought. Get a line on his work, his home and 



74 THE LEADERS' HANDBOOK 

church relationships, his previous experience in the 
gymnasium athletic field, and his connection with sports 
and games, and his affiliations with clubs and outside 
organizations. Also find out who knows him and make 
inquiry about him among his friends. More can be 
learned about a man in a short time from outside 
sources than can be had in the gymnasium and locker 
room in a year. After being satisfied that he is a man 
who can render the service expected of him, approach 
him with a definite appeal to render a service to the 
other fellow. If he is an unselfish individual he won't 
ask, "What is there in it for me?" 

If he is not willing to say "yes" to the opportunity to 
render a fine piece of service to the other fellow he will 
be of little use on a Corps or a committee. Every man 
should be given to understand that this work requires 
sacrifice, but that it is really worth while. Sometimes 
a man who has the ability to learn quickly may not have 
all the qualities we would wish to see in the leader, yet 
he may make a splendid man. Again, we find that some 
men who have real ability as leaders are not at all for- 
ward, and it may take a close searching and careful 
observation to find them. So our first work is to study 
men and continue our search for the right stamp of men, 
looking especially for men of high grade. In closing, 
let me remind you that a large percentage of the 
Physical Directors in the Associations and Colleges, and 
some of the outstanding men in the work today, came 
through the Leaders' Corps of the Young Men's 
Christian Association, and will continue to do so as long 
as we recruit high-grade men for this important service. 



CHAPTER XVIII 

THE BOY LEADER 
By J. K. Henderson 

Standard Program 

The Standard Program for the boy leader is similar 
to that of the men's in theory, practice, and examina- 
tions. A boy will not concentrate like a man, conse- 
quently their periods are not as long, nor as many. 

Organization 

Each boys' gymnasium class should have a Leaders' 
Club. Each club should have its officers: President, 
Vice-President, and Secretary-Treasurer. 

Officers and Their Duties 

The duties of these officers are as usually prescribed 
for these offices. Besides the foregoing officers, each 
Club should elect a representative. The representatives 
form what is known as "The Physical Educational Com- 
mittee." This is an advisory committee and the one 
with which the Physical Directors should consult when 
organizing and planning the work, not only of Leaders' 
Clubs, but the entire boys' physical program. 

Committees 

Besides the officers mentioned above, each club should 
be divided into the following committees: aquatic, ath- 
letic and games, and class. The aquatic committee's 
special work is assisting in the aquatic section. The 

75 



'jd THE LEADERS' HANDBOOK 

athletic and games committee assist and promote ath- 
letics and games, while the class committee are leaders 
especially interested in regular class work, such as 
marching, drills, and apparatus. These committees are 
similar to the aquatic, athletic, and game, and class 
leaders, in the men's section, but being all in one club 
representing one class they are called aquatic committee, 
etc., instead of aquatic leader, etc. Each leader has the 
same required work to do, no matter which committee 
he is on. For example, an athletic and game leader will 
take exactly the same work as an aquatic or class leader, 
and vice versa, but each leader is especially responsible 
for the work in the committee he is on. Each of these 
committees should elect a chairman. Other special com- 
mittees will need to be appointed from time to time, but 
it is very important to have one other committee, namely 
a social committee. The social committee should be 
composed of three leaders, one from each of the above 
committees. 

Meetings 

Each club should meet once a week for theory and 
practice. (Theory very short, not over fifteen minutes.) 
Also once a month for a business meeting and feed. The 
physical educational committee should meet at least once 
a month. There should be an annual meeting of all 
boys' clubs combined. 

Requirements for Entrance 

Each applicant for entrance into the club should be 
given some form of test. This test should not be so 
difficult that it would keep any one out who is deserving. 
He should read the Leaders' constitution, know the 
object of the Leaders' Club, and a brief history of the 



THE BOY LEADER 77 

Y M C A. He must attend Sunday-school or some Asso- 
ciation Bible club. After he has successfully passed his 
test, he is voted in as a neophyte. A committee is then 
appointed to look into his character and companionships. 
If this Committee and the Physical Director recommend 
him favorably, he is voted upon at the next monthly 
meeting. If he receives a two-thirds vote, he is given 
the initiation and accepted into the club. 

Initiation 

Each club should have some form of initiation, as it 
holds the interest and enthusiasm of the leaders. 

Special Work 

Each club should undertake some special feature such 
as tumbling, pyramids, special apparatus, drills, or 
dances. These keep the attention and interest of the 
boys. 

In the majority of Associations we do not use our 
leaders nearly enough. Put more responsibility upon 
them; for instance, refereeing games, conducting squads 
in apparatus, athletics, and group games, leading drills, 
marching, clearing floor, meeting new members to make 
them feel at home, and a hundred other different ways. 

Awards 

Some kind of an award could be given for long and 
faithful service or special work. Show in some way 
that you appreciate the work they do for the Association. 



CHAPTER XIX 

CEREMONIES 
By D. M. Lower Y 

This chapter is written after 109 returns from a 
questionnaire on this subject have been carefully 
analyzed. We believe that the best thought of the 
brotherhood on this subject is represented here. 

The letters received from the most successful fields 
show a unanimity of opinion on certain fundamental 
things. There is no division of opinion as to the neces- 
sity of a personal interview by the Physical Director of 
each prospective leader, at which time the ideals of the 
Association and of the Leaders' Club are carefully pre- 
sented. The opinion is also unanimous that new mem- 
bers will be elected by the Club, in most cases a unani- 
mous vote being necessary to elect a member. In many 
cases a formal written application is used, and this seems 
to be a very helpful and efficient method of registering 
the belief and purpose of the candidate in advance. 
Typical applications are appended herewith. A number 
of Clubs require a term of probation, giving members 
opportunity to test the loyalty and ability of the candi- 
dates. This varies from two weeks to six months. 

The initiation ceremony seems to be widely varied. 
Where there is no ritual used, the consensus of opinion 
seems to be that such a ritual is needed and would be 
very helpful. Where a formal initiation is followed, 
there seem to be two distinct ideas; the one that of dig- 

78 



CEREMONIES 79 

nity and formality, impressing upon the leader the 
seriousness and significance of the Leaders' Corps; the 
other half the rougher and more boisterous stunt type, 
which, however, is in many instances of such a nature 
that while the candidate gets his bumps, he is made to 
realize their significance in connection with the Leaders' 
standards and ideals. Many of the most successful 
Leaders' Corps have a formal oath of allegiance which 
is repeated aloud by the candidate and in every case this 
is of such a nature as to determine the candidate's 
religious beliefs, his ideals of service and altruism, and 
his pledge of loyalty to the Corps. Sections of these 
rituals and pledges of allegiance are appended. 

Standardization should go only far enough to include 
the vital, essential features and may well embrace the 
following : 

1. Personal interview by the Physical Director of 
every candidate for the Leaders' Corps. 

2. Formal printed applications to include declaration 
of familiarity with the ideals of the Corps and sympathy 
with them, the signature of candidate, one member 
vouching and approval of Physical Director. 

3. Probationary membership for such period as may 
be determined advisable by the local Corps. 

4. Election by members of candidates, unanimous 
vote being necessary for election. 

5. Formal initiation to include at least a charge or 
lecture on the purpose and ideals of the Leaders' Corps, 
duties expected of the candidate, and an oath or pledge 
in which religious beliefs, declaration of loyalty, and 
willingness to serve will be set forth. This may or may 
not be followed by a livelier form of initiation, accord- 
ing to the discretion of the local Corps. Some of the 



So THE LEADERS' HANDBOOK 

most unique and original forms submitted are given 
herewith. 

Forms of Application 

Forth Worth, Texas 

It is with all seriousness that I hereby make applica- 
tion for membership in the Leaders' Club of the Young 
Men's Christian Association, Fort Worth. 

On applying for membership I promise that I will 
always strive to conduct myself as a gentleman and that 
I will, with all sincerity, live up to the high standards 
of the Leaders' Club and live a Christian Hfe. 

Name Age 

Address Class 

Telephone Church 

Hartford, Conn. 

Believing in the principles and aims of the Young 
Men's Christian Association and in the obligation that 
Christianity places on every man for unselfish service, I 
hereby make application for membership in the Senior 
Gymnasium Leaders' Corps. If elected to membership, 
I agree to attend its meetings faithfully, to assist the 
employed officers in every way possible, to be alert for 
opportunities to make new members feel at home in the 
Association, and strive to make the Hartford Y M C A 
one hundred per cent efficient in building Christian 
manhood. 

Signed 

Address 

Nominated by 

Approved 

Physical Director 



CEREMONIES 8i 

Typical Forms of Formal Ceremony 

Brockton, Mass. 

Grand Leader: 

Guard, you will retire to the waiting room, prepare 
and introduce the candidate for initiation. 

Guard : 

Grand Leader, I present this friend who has been 
elected a member of this club for initiation and comes 
to us with an honest name from those who know him 
well and is ready to be initiated into the mysteries of 
this club. 
Grand Leader: 

Friend , your presence here tonight assures 

us of your earnest desire to enroll as a member of this 
club and enHst in the work we have to do. In behalf 
of the Senior Leaders' Club, I welcome you as an appli- 
cant for membership. Guard, you will seat the candidate 
where he will sit alone and remain in silence. 
Guard : 

Grand Leader, your order has been obeyed. 

The Charge [Standard] 

Grand Leader: 

The Young Men's Christian Association seeks to invite 
those young men who, regarding Jesus Christ as their 
Lord and Saviour according to the Holy Scriptures, 
desire to be His disciples in their extension of His 
Kingdom among young men. 

The object of the Leaders' Club and Physical Depart- 
ment of the Young Men's Christian Association is to 
promote by means of exercise, recreation, and education, 
the highest physical, mental, and moral efficiency of men 



82 THE LEADERS* HANDBOOK 

and boys essential to the development of the best type 
of virile Christian manhood. 

Further, whereas the supreme objective of the Young 
Men's Christian Association is to lead men and boys to 
a definite acceptance of the Christian ideal, 

The Leaders' Qub Physical Department Committee, 
Physical Director, and all those associated with them 
should cooperate with all other agencies for the further- 
ance of the same. 

The leader, in all his work, should constantly keep in 
mind the relationship of the right type of physical train- 
ing with the development of character. Physical train- 
ing as such does not lead to personal acceptance of the 
Christian ideal, but because the leader is a member of a 
Christian organization, it is his highest privilege and 
duty to lead men and boys to acknowledge Jesus Christ 
as their Lord and Master. 
Grand Leader: 

Guard, you will remove the mask which obscures the 
sight and present the candidate at this station. 
Guard : 

Grand Leader, your order has been obeyed. 
Grand Leader; 

Friend , you have heard the charge just 

given, which embodies the principles upon which this 
club is founded. Is it your will that we further proceed 
with the initiation? (Candidate answers in the affirma- 
tive: It is.) Having signified your desire that we pro- 
ceed with the initiation, it is necessary that you should 
assume an obligation at this time, in order to advance 
into the secret work of this club. You will therefore 
place your right hand over your heart and repeat after 
me: 



CEREMONIES 83 

The Obligation 

I do hereby sincerely promise upon my word of honor 
that I will faithfully and impartially perform all the 
duties incumbent upon me as a leader of this club. I 
further promise that I will endeavor to clean up my own 
speech and will both within and outside of the Associa- 
tion try to help other fellows to abstain from the use of 
profanity and obscene speech, and where a brother 
leader falls into error, will, in a quiet and unobtrusive 
way, remind him of his obligation; I further promise 
that I will stand by the Association and will say nothing 
derogatory of the same which might hurt the fair name 
of the organization, nor blame it for any shortcomings 
in my own life, realizing that it is making every effort 
to save men and boys from evil habits. I further prom- 
ise that I will try to live up to the requisites of leader- 
ship as laid down in the constitution and by-laws, that 
I will stand by the Physical Director and aid him in the 
leading of classes or squads whenever called upon, and 
will keep the standard of the all-round work in the 
gymnasium as high as possible. I further promise that 
I will pay promptly to the secretary of this club all dues 
and assessments when presented and that I will keep 
secret all initiation ceremonies connected with this club. 
Failing to live up to the requirements of a leader in the 
Brockton Y M C A, I will, upon expulsion from charges 
brought against me by any of the members, be wiUing 
to relinquish all rights and privileges, the wearing of 
emblems or uniforms, and will not appear in any public 
place with them. 

To the faithful observance of this obligation, I pledge 
my sacred word of honor. 

Guard, you will retire to the waiting room with the 



84 THE LEADERS' HANDBOOK 

candidate that we may prepare to further initiate him 
into the mysteries of this club. 
Guard : 

Grand Leader, I present this candidate for further 
initiation in this club. 
Grand Leader: 

, you are about to journey alone to 

a rather high and narrow elevation. Your safety depends 
upon your carefully following each instruction which 
will be given you. You will now advance one step, the 
next step you will make as if you were to climb a flight 
of stairs. Having advanced thus far in safety, you will 
repeat the last order given. Your next step must be 
taken with great care, stepping at least eighteen inches 
high. Having reached this position safely, you will 
about face. 

Friend , you have presented yourself as an 

aspirant for the honor of leadership; before you can 
receive that honor, it is necessary for you to perform 
a certain duty whereby your act alone may prove your 
qualification as a leader. The members of this club, 
after careful debate, have agreed to name for you a test, 
that they may fully satisfy themselves as to your sterling 
worth. While there is much I dare not say, a fellow of 
sterling worth and fixed integrity will by no act of his 
do violence to his manhood. You will therefore address 
this august body as to your views upon the great topic 
of the day, 

Do you refuse to speak? 

Brother Leaders, the candidate refuses to speak upon 
the subject. Shall we proceed further with initiation or 
allow the candidate to acquaint himself upon this sub- 
ject? 



CEREMONIES 85 

Grand Leader: 

In the ceremonies just ended we have but outHned the 
principles of this club and we would ever have you 
mindful of the fact that a leader should always be obe- 
dient to every command. 

Guard, you will require the candidate to kneel upon 
both knees. 
Guard : 

Grand Leader, your order has been obeyed. 
Grand Leader: 

By the power invested in me as president of the 
Senior Leader; be spiritual, broaden the mind, develop 

Christian Association, I create you 

Senior Leader, be spiritual, broaden the mind, develop 
the body. Arise, Leader, and stand among your brother 
leaders. I now invest you with the Leaders' emblem, 
which signifies you are a member of this club and recog- 
nized by the International Leaders* Club. I extend to 
you the right hand of good fellowship. 

Brother Leaders, it gives me great pleasure to intro- 
duce to you our newly made leader, Brother 

San Francisco 

The president of the club reads the following opening 
remarks : 

*'In subjecting yourself to this ceremony, it is pre- 
sumed, of course, that you are willing to submit to 
severe strains, mentally and physically. Are you? Then 
during the entire program we shall insist that you regard 
with sincere respect and most serious gravity the ques- 
tions which are asked, the things you are requested to 
do, and the members who are conducting the initiation. 

Will you endeavor to follow these instructions to the 



86 THE LEADERS' HANDBOOK 

best of your ability? There is nothing mediocre about 
these proceedings and we must insist upon receiving 
your undivided and concentrated attention. 

The initiation as a whole is divided into two parts. 
The first — to be held now — is designed with the idea of 
testing your mental faculties as regards your ordinary 
and spiritual education. The second part — to be held 
after class — will test to the utmost your physical qual- 
ities, such as agility and strength, endurance, and general 
gymnastic ability. If you should be so fortunate as to 
pass these various tests and become privileged to wear 
the International Leaders' emblem, you should consider 
it an endorsement of your physical, mental, and spiritual 
qualities." 

The leaders then take turns in asking the following 
questions in the spiritual test, as. Who was the Apostle 
of Baptism? Name five books of the Old Testament 
and five of the New. 

He is then asked five questions in the mental test, such 
as, When, where, and by whom was the Y M C A 
founded? Name five of the last presidents of the 
United States. 

A Prominent Middle Western Association Reports 
the Following: 

Initiation at present is in two parts. Neopliytes are 
notified by a set form to appear at certain time and then 
all have supper together. After supper neophytes are 
taken out and the leaders seated at far end of room. 
On floor near entrance a large triangle is placed, its 
sides marked, Spirit, Mind, Body. Lights are all turned 
out, except a single candle. The first neophyte is 
brought to door by a guardian and after parley admitted. 



CEREMONIES ^7 

After entry not a word is spoken by anyone but the 
neophyte. He is led to side of triangle marked "Spirit," 
the taper placed in one hand and a slip of paper in the 
other with a question upon a religious subject. He reads 
this aloud and then has one minute in which to make 
reply. At end of minute a gong is sounded by club 
president, at which all leaders who think answer accept- 
able extend arm with thumb up ; if not, thumb down. 
So on until about six questions are asked. Then he is 
led from room and next neophyte is brought in. Then 
the same procedure is repeated for the mental side of 
the triangle, questions on science, general information, 
etc. After all" have taken tests, they are brought in and 
given percentage by president and instructed to report 
for physical test in gymnasium unless something has 
disqualified them. 

Dayton, Ohio, Reports: 

When our leaders or one of the directors discovers a 
likely looking fellow on the floor who is taking an inter- 
est, we get acquainted with him, look him up, and if he 
is a member of any evangelical church, he is liable to 
be elected to membership. After election, the Physical 
Director interviews him, and if he is interested, he 
comes in. Our men do not initiate new members, but 
read him an agreement in which he takes the obligation 
to attend with regularity, be of service, and try for the 
national examination, which agreement he signs in the 
presence of the club. Our boys have an initiation which 
consists of part fun and part seriousness. It is based 
on the word "Leaders," out of which come loyalty, 
energy, ambition, determination, endurance, religion, and 
service. 



88 THE LEADERS' HANDBOOK 

The following is the method of the 
Cincinnati Leaders' Corps: 

The standard charge is read by the chairman of the 
initiation committee, following which the leader is to 
swear that to the best of his ability he will keep the 
following oath (to be read by chairman of initiation 
committee) : 

I do solemnly swear that I will, to the best of my 
ability, recognize the above ideal of the Young Men's 
Christian Association; that I will endeavor to clean up 
my own speech, and will, both within and outside the 
Association, try to help other fellows to abstain from 
the use of profanity and obscene speech, and where a 
brother leader falls into error, will in a quiet and unob- 
trusive way remind him of his oath; that I will stand 
by the Association, and will say nothing derogatory of 
the same which might hurt the fair name of the organi- 
zation, nor blame it for any short-comings in my own 
life, realizing that it is making every effort to save men 
and boys from evil habits; that I will try to live up to 
the "Requisites of Leadership" as laid down in the 
constitution and by-laws; that I will stand by the 
Physical Director and aid him in the leading of classes 
or squads whenever called upon, and will keep the stan- 
dard of all-round work in the gymnasium as high as 
possible; that I will keep secret all initiation ceremonies 
connected with this club ; failing to live up to the require- 
ments of a leader in the Cincinnati Young Men's 
Christian Association, I will, upon expulsion from 
charges brought against me by any of the members, be 
willing to relinquish all rights and privileges, the wear- 
ing of emblems or uniforms, and will not appear in any 
public place with the latter. 



CEREMONIES 89 

Question by the Charge Master: 

Do you solemnly swear? If so, you will signify by 
raising the right hand and answering in the affirmative. 
(Leaders must answer "Yes" in order to become mem- 
bers.) 

Hartford, Conn. 

After calling the meeting to order in the same manner 
as for a regular business session, the president shall 
request those candidates who, having been nominated 
and approved, have attended at least three regular 
leaders' meetings, together with all others except regular 
members of the Corps, to withdraw from the room. He 
shall then read the names of those candidates eligible 
to be balloted on, after which he shall ask if any mem- 
ber has any reason why any of the men named should 
not become members of the Corps. If there are no 
objections to any candidate, he shall cause the secretary 
to distribute as many ballots to each member as there 
are candidates. Each candidate shall be voted separately 
and shall be marked "Yes" or "No." A unanimous vote 
of "Yes" shall be necessary to elect any candidate to 
membership in the Corps. 

The secretary shall collect and count the ballots. He 
may appoint an assistant if he so desires, and shall 
report the results to the president, who shall in turn 
announce such results to the members. 

After announcing the candidates elected to member- 
ship, the president shall appoint three members to escort 
the said candidates into the room. The first named of 
the said three members shall be the spokesman. The 
candidates shall then be escorted into the meeting room 
and placed in a line facing the president. The spokes- 



06 THE LEADERS' HANDBOOK 

man shall say, "Mr. President, we present Mr 

(and shall name the candidates) for membership into 
the Senior Leaders' Corps of the Young Men's 
Christian Association of Hartford, Connecticut." The 
president shall then address the candidates, asking them 
if they have become familiar with the aims and stan- 
dards of the Corps and whether or not they have read 
the paper, "The Y M C A and What It Is," and each 
candidate in line, beginning from the right, shall answer, 
"I have" or ''I have not" as the case may be. If the 
latter answer is given, the president shall cause the can- 
didate so replying to leave the room and his initiation 
shall be deferred until the next business meeting. Those 
answering affirmatively shall be examined by the presi- 
dent, who shall ask the following questions: (Each 
question to be asked of one candidate only, the president 
selecting whichever candidate he may choose for each 
one). 

1. Q. Who was the founder of the YMCA? (Ans. 
Sir George Williams.) 

2. Q. What was his purpose in starting this institu- 
tion? (Ans. To help young men to develop Christian 
character and manhood.) 

3. Q. When was it founded? (Ans. About seventy- 
five years ago.) 

4. Q. Has this purpose changed since then? (Ans. 
No, it is the same today.) 

5. Q. What is the purpose of the Leaders' Corps? 
(Ans. To make the Physical Department more efficient, 
help new members to get the greatest benefit and create 
around them an atmosphere of Christian fellowship, and 
assist the Physical Directors in promoting a program 
that will accomplish the greatest good to the greatest 
number.) 



CEREMONIES 91 

6. Q. Are you thoroughly in sympathy with this pur- 
pose? (Ans. I am, or I am not.) If negative, candidate 
will be rejected. 

The president will then show to the candidates the 
National Leaders' emblem, explaining the significance of 
the triangle, representing man's three-fold nature — body, 
mind, and spirit — and of the letter L, standing for 
national unity and brotherhood among the leaders; and 
admonishing them never to allow any one but a leader 
to wear the emblem, to recognize any man as a fraternal 
brother. 

The president will then inform the candidates that he 
is about to give them the pledge of loyalty and require 
them to repeat in unison after him, one sentence or 
phrase at a time, as follows: (Pledges will be found 
together following the rituals.) 

The president shall then pin on each candidate the 
emblem of the Corps and welcome him with a hand- 
shake, after which the members shall pass in line and 
shake hands with each candidate. The candidates may 
then be seated with the other members and further 
business may be transacted. 

Many less formal methods are mentioned, such as 
reading the constitution to the candidate and securing 
his expression of sympathy with the same, his promise 
to be present at a definite number of leaders' meetings 
and to undertake definite pieces of service. 

Following are some of the pledges and oaths of alle- 
giance submitted : 

Grand Forks, North Dakota 

I believe in God, the Father, and his Son, Jesus Christ, 
and earnestly pray that I may be led into paths which 



92 THE LEADERS' HANDBOOK 

will develop in me the greatest usefulness to humanity. 
I believe in the Leaders' Club and in the work that it is 
doing and will diligently seek to perfect myself as a 
leader, and having done so, to be faithful in the per- 
formance of the duties of a leader. 

I call upon God to witness this, my confession. Amen. 

Minneapolis 

On my honor I promise, to the best of my ability, to 
help carry on the leaders' program of the Minneapolis 
Y M C A., to obey the rules of the leaders' club and its 
constitution, and to so conduct my life that it will 
measure up to its ideals, and to work for the mental, 
moral, and spiritual up-building of the Association 
members. 

Wilson Avenue Branch, Chicago 

Having been admitted to the membership of the 
Leaders' Club, Young Men's Christian Association of 
Chicago, Wilson Avenue Branch; 

I hereby solemnly pledge myself to the following: 

To remain young in spirit always. 

To be a man in the fullest meaning of the word. 

To let the ideal of Christianity govern my thoughts 
and actions. 

To uphold the Y M C A, furthering its institutions 
and enterprises by words and deeds. 

To be of help to the Physical Department whenever 
needed. 

To faithfully attend gymnasium classes and all other 
classes and meetings where my presence is needed. 

To be a friend and adviser to my fellow members, 
helping them to enjoy; and spiritually, mentally, and 
bodily benefit by the privileges of the Y M C A. 



CEREMONIES 93 

To set my own self back in the interest of others, 
especially of new members of the Association. 

I fully understand and agree to it that my commission 
as a leader, in the first place, means: "Service to 
Others!" I am willing and promise to do my best for 
this cause. 

In the second place, I promise to be a brother to my 
brother leaders at all times, at all places, and in every 
situation of life, thus upholding the spirit of Christian 
brotherhood which marks the cornerstone in the founda- 
tion of the Young Men's Christian Association. 

Sacramento, Cal. 

I promise that I will do my best to be of help to the 
Association, Physical Directors, and Leaders' Clubs to 
the best of my ability, never revealing any secrets of 
the club or be of any discredit to the National Leaders* 
Corps. 

San Francisco, Cal. 

I promise to be present at every meeting of the 
Leaders' Club unless hindered by some good reason 
which shall be given to the President or Physical Direc- 
tor. 

That I will live a clean and upright life, avoiding all 
questionable habits and setting an example which others 
may safely follow. 

That I will be present at as many gymnasium classes 
as possible and will assist the Physical Director in all 
ways. 

That I will in all ways uphold the honor of the Asso- 
ciation and strive to assist others to live as becomes 
members of a Christian Association. 



94 THE LEADERS' HANDBOOK 

That I will greet new members and help them to feel 
at home. 

That I will pledge myself to secrecy regarding the 
initiation ceremony and all confidential matters pertain- 
ing to the business of the club. 

Following are some of the rougher forms which 
might well constitute a second degree and in which there 
is undoubtedly great value: 

North Side Department, St. Louis 

After the usual manner of electing a new leader can- 
didate, we ask him to pass a number of tests to show, 
once and for all, that he possesses all of the qualities we 
require. 

We test him to see if he has sufficient vital capacity, 
by means of the spirometer ; we test him to see if he has 
a good heart, by means of the stethoscope; to see if he 
has a good grasp, by means of the dynamometer. We 
test his speed by asking him to push a penny on the floor 
with his nose (using a good paddle for acceleration). 

After passing these tests, we blindfold the candidate. 
Then we ask him to find his way about the gymnasium 
floor, placing medicine balls and various stumbling 
blocks in his way, finally working up against a m.at hung 
from the wall. 

We ask him to paddle his own canoe, permitting him 
to sit in a tub of water for this purpose. To test his 
ability to judge between good and evil, we break a per- 
fectly fresh Q.gg on his forehead, holding a bottle 
(uncorked) of carbonide sulphide under his nose, then 
place our stamp of approval upon him, using flypaper 
for this, and finally we permit him to stand on the edge 
of the pool (still blindfolded) and demonstrate to us 



CEREMONIES 95 

through calisthenics. While he is in the joy of these 
exhilarating exercises, we tip him over into the water, 
then drag him out and take him into our hearts. 

A couple of regular leaders are each given a swatter, 
a bell is tied to his leg and he is blindfolded. They 
then swat wherever they hear the opponent's bell. The 
class is gathered round in a large circle, watching them 
perform. After a couple have tried this, the new men 
are then blindfolded and put in a circle but given two 
different swatters blackened with lamp-black. You can 
imagine what they look like when they get through with 
each other. 

After the class is through, the leaders are then put 
through the physical test. This would be after ten 
o'clock in the evening, after all the rest of the men have 
left the floor. They are blindfolded and then run 
through a series of tests, chinning and the dips, fifty- 
yard dash, starting them with a pistol, which scares the 
life out of them, and a glass of cold water thrown 
against their stomachs. (Their gymnasium shirts are 
removed.) 

They then take hold of the rods on the chest weights 
and extend their feet as far back on the floor as pos- 
sible; an electric machine is attached to these chest 
weights and a slight shock is given. 

They are then tested on their ability to understand 
commands with the dumb bells, Indian clubs, and wands, 
such as **Clubs attention," "Side horizontal," and "Front 
horizontal." The wand is an iron wand cut in two, 
insulated in the center. When they bring the wand to 
"Front horizontal," wires are placed at each end of the 
wand and an electric shock is given. 

They are hoisted by a rope from the running track — 



96 THE LEADERS' HANDBOOK 

hoisted for a few inches and then let down. This is 
repeated several times, one man steadying the "neo- 
phyte." This man places his hand on the "neophyte's" 
shoulders, and then moves his hands down six or seven 
inches at each pull until he gets down to the toes. The 
man thinks that he is away up in the air, when in reality 
he is just a few inches from the floor. The men, lying 
flat on the floor, whisper to each other, which makes it 
more real. He hangs as long as he can and then drops. 
They generally fall over because they expect to drop a 
good deal farther. 

They are then walked all round the building and 
through a tunnel located in the basement, winding 
up by being slid from a chute into the swimming 
pool. This completes the initiation and they are wel- 
comed into the club as full-fledged members. 



The committee believes that as much leeway as pos- 
sible should be left for the inventiveness and originality 
of each local club, standardizing initiation only far 
enough to assure a high standard of membership and 
thorough understanding by each candidate of the dignity 
and honor of the Leaders' Club. There is no doubt that 
formal initiation has a great value, that it strengthens 
the esprit de corps and will add to the effectiveness of 
every club adopting it. 



CHAPTER XX 

A LEADER'S RELATIONSHIPS 

By J. H. McCuRDY, M. D. 

Previous to becoming a member of the Leaders' Corps 
relationship to the Physical Department and the Asso- 
ciation has been a comparatively simple matter. He is 
one of many, fits into his particular group and receives 
social and physical recreation. And those benefits are 
probably the principal reasons for joining. However, 
in the course of time, he has become recognized because 
of some native or cultivated ability in physical work and 
has shown the marks of a possible leader. And imme- 
diately he becomes a member of the Leaders' Corps his 
relationships change. 

The change in relationship has come about because he 
has been asked to give his services in place of being 
served. You have received; now give. This basic prin- 
ciple underlies many phases of life and where carried 
out changes relationships. 

There is first a changed relationship to the other mem- 
bers. Instead of simply being one of the large group he 
now stands out as one who is vested with superior abil- 
ity and some authority and responsibility. He must act 
up to this part with the membership and develop essen- 
tial qualities for successful leadership. Because he is a 
representative of the Physical Director he must try and 
emulate all that is best in a teacher of physical training 
and it may be well to present here some of the 

97 



98 THE LEADERS' HANDBOOK 

qualifications necessary. To teach physical training with 
any degree of success one of the first requisites is the 
development of a strong personality. A strong per- 
sonality involves character, resourcefulness, zeal, faith- 
fulness, energy, enthusiasm, willingness to give of one's 
self without stint. Among the personal attributes which 
make for the success of a leader are: patience, cheer- 
fulness, good temper, sense of humor, ready wit, a level 
head, sympathy, self control, leadership; vitality and a 
fairly good physique; quick eye and ear and a good 
voice. The members of his class will look to him for 
guidance and to be a helpful guide means a certain 
amount of knowledge regarding the benefits of the work, 
the kind of work that is suitable and the best way to 
present it to the class. This our leaders get by associa- 
tion with the Physical Director and a certain amount of 
study covering this is found in the leaders' courses. At 
nearly all times when doing his part in connection with 
instructing or supervising, exercise of a certain amount 
of discipline will be necessary. This does not mean 
discipline of the "bossy" type, for the association mem- 
ber is not fond of such an attitude, but rather a tactful, 
sympathetic leadership that will give a sufficient amount 
of discipline to insure the smooth running of the group 
and the accomplishment of the purpose of the work. 
An interesting way of presenting the work if teaching, 
and a friendly and helpful attitude if supervising, must 
be the method in securing the necessary attention and 
discipline. 

But after all, while the leader is developing his power 
of leadership in the technical side of the work, a most 
important part that he can play in relation to the mem- 
bership is in connection with his influence on the other 



A LEADER'S RELATIONSHIP 99 

men and boys morally and religiously. A firm stand 
for what is right on questions of moral conduct and a 
positive interest in the membership in trying to lead 
men to better lives through the power of Christianity 
should be an ideal toward which every leader should 
strive. 

The leader's relationships to the Physical Director 
change on assuming the badge of leadership. He is now 
related intimately with the Director in the affairs of the 
department. The Physical Director of the Young Men's 
Christian Association, although having great possibilities 
for development of physical and other activities, would 
be limited if it were not for the boys and men who 
were willing to serve as volunteers. The leaders, with 
their relationship to the Physical Department as assist- 
ants, can multiply the work of the Physical Director 
many times. Because the individual leader comes in 
intimate touch with the Physical Director he is placed 
in a position of opportunity to serve the membership 
or the community. The Physical Director, who usually 
has been his inspiration, becomes his adviser and his 
guide on affairs pertaining to the work. The writer 
has knowledge of leaders who have materially aided the 
Director because of their intimate knowledge of some 
technical matter relating to the administration of the 
Physical Department. 

The leader has a relationship not only to the Physical 
Department but to the whole Association in its varied 
activities. He is related to the entire Association work 
as another committee man is who serves in connection 
with the religious work, or the educational work, or 
the social work. He is one of that large group of men 
who, along with the Board of Directors, devote some 



100 THE LEADERS' HANDBOOK 

of their time to promoting the ideals of the Association. 
This naturally, although sometimes unconsciously, 
enlarges his interests and broadens his sympathies. This 
growth in vision should bring him into cooperation with 
other agencies besides the Association that influence the 
members outside of their homes ; namely, the church and 
Sunday-school, and the public schools. There are oppor- 
tunities for trained leaders to volunteer in the recrea- 
tional programs of these agencies that have such an 
influence on the character and well-being of the indi- 
vidual and community. 

When a man or boy changes his point of view and his 
relationships in such a way as is indicated he voluntarily 
has placed himself in a position of self-discipline. His 
conduct must fit into the place of leadership that he 
may be an example to his fellow members. His respon- 
sibilities have increased. It often means tying himself 
down to definite appointments in the gymnasium for 
instruction, for helping in the locker room, and for 
social mixing to make new members feel at home. In 
other words he is going to sacrifice some things that 
he may be of service. It is only through this self- 
discipline and the putting himself on record as to moral 
conduct, prompt attendance to duty, and team work, that 
he becomes of real service to the Physical Department, 
the ideals of the Association, and the development of 
a better community. 

Putting one's self under this discipline and responsi- 
bility has its rewards that are well worth while. First, 
it means development in character and personality. If 
one uses the talents one possesses, there is growth. Second, 
it certainly means a close relationship to the Physical 
Director and sometimes to the Physical Department 



A LEADER'S RELATIONSHIP loi 

committee. These relationships sometimes last through- 
out life and are some of the truest and most helpful 
friendships in many men's lives. 

The realization that one has helped in the maintaining 
or upbuilding of the activities of the Association inside 
the building or in relation to the work projected by the 
Physical Department out into the city, is gratifying, 
because what it really means is the bettering of the 
standards of one's community and country. One has 
thus become a patriot in the highest sense. Looked upon 
as a Christian views life, it means the helping of the 
coming of God's kingdom on earth. 



CHAPTER XXI 

THE ETHICS OF A LEADER 
By Geo. M. Martin 

Values 

No avenue of service with one's fellowmen promises 
greater return toward an efficient Christian citizenship- 
in proportion to the expenditure of the time and energy 
of a volunteer worker, than leadership in physical activ- 
ities in the Young Men's Christian Association. 

Leadership in gymnastic groups and classes makes, 
physically, for a vigorous strong body; mentally, for 
initiative, coordination, skill, judgment, and the con- 
fidence born of these; spiritually, courage and increased 
efficiency due to the above, and, socially, the entire pro- 
gram is real recreation. 

Leadership in games and athletics makes for all the 
above plus : — mentally, alertness, decision, adaptability ; 
socially, team work and cooperation ; spiritually, struggle 
and fair play. 

Leadership in aquatics makes for all the above and 
provides training in life saving and furnishes a whole- 
some recreational exercise from boyhood to old age. 

Through all the above there is a maximum of oppor- 
tunity for the leader by word and by deed to stamp the 
great truths of life, and his personality, and that of the 
Master upon individuals in the group. 

Opportunities 

Thousands of young men and boys with a natural 

102 



THE ETHICS OF A LEADER 103 

"muscle hunger," interested in the sports of youth and 
sensing in a vague way their full values, are more than 
willing to be shown and led through a wholesome phys- 
ical activity program that will provide an outlet for 
"surplus steam," furnish a most wholesome recreation 
and sociability, and develop bodily vigor and lasting 
health habits. The great mental and moral values are 
by-products of such magnitude as to actually over- 
shadow the surface fundamental reasons for physical 
activity. 

Duty 

No employed staff could possibly offer complete ser- 
vice to the hundreds and thousands of applicants, with- 
out making fees prohibitive and depriving hundreds of 
the opportunity to grow by serving, even if such a course 
of training was best. A volunteer worker can influence 
the rank and file of members better than any employed 
officer (for he is paid to serve) and the boys and young 
men of any community will not be adequately helped 
unless many sympathetic, wholehearted older boys and 
young men do it. It is the worker's opportunity and 
privilege and duty to train and use the ability which 
seems outstanding, in service to his fellows. 

Quality of Service 

There are very few pieces of service which one or 
more volunteer workers cannot perform better than the 
employed officer. Note a few: 

Carry the physical message to shop, school, 

church, club. 
Gret new members. 
Make them feel at home. 



104 THE LEADERS' HANDBOOK 

Teach them a drill, to punch the bag, do a high 
jump, play basket ball, do an upstart, dive, 
break holds, life saving. 

Teach a Bible class. 

Invite men to religious services. 

Do personal work. 

Teach first aid. 

Lecture on health. 

Act as captains, etc. 

What is the Physical Director for? 
To get the man and the job together. 
To gear all the jobs into a complete working 

program. 
To manage the business and equipment and the 

thousand inside details. 
To promote, organize, counsel, inspire, etc. 

More Values 

One of the great assets required in civic life is leader- 
ship or executive ability; that personality, power, and 
knowledge to relate men to units of service and to one 
another to carry to a successful conclusion business, 
industrial, political, and civic enterprises. There is a 
natural unconscious leadership and a reasoned leader- 
ship. The latter, when placed in an executive position, 
laboriously thinks through his relationship to men and 
units of service, step by step, and commands his way 
to a certain degree of success, while the former inspires 
and leads his organization to a whole-hearted piece of 
team work. 

The "ward heeler" did not learn to lead after he grew 
up. He developed leadership in youth — if a bad politi- 



I 



THE ETHICS OF A LEADER 105 

cian he no doubt led as a boy in robbing birds' nests, 
breaking windows, etc., while the good leader grew by 
leading his gang in baseball, jumping fence posts, etc. 

Real leadership or executive ability must be learned 
during the "teens" and the result is most easily, surely, 
and efficiently gained by participation in the various 
plays and games; the teaching of groups in gymnastics, 
athletics, and aquatics; the captaining of teams and ser- 
vice upon the various promotional committees. From 
the viewpoint of training for the greatest civic and busi- 
ness efficiency, there is greater value in captaining a 
team of mediocre players or serving as chairman of 
a group engaged in some ordinary piece of service than 
to play as member of a more expert team or serve on 
a committee with larger responsibilities and not be 
responsible as leader for handling the group and deter- 
mining and carrying forward the strategy of the game 
or service. 

Cooperation or team work is one of the world's most 
vital slogans. The individualist has a decreasing place 
in the scheme of things. The "star" is displaced by 
the fellow who will play with the group for results, a 
fellow willing when necessary to "feed it" to others. 
One of the surest and most efficient methods of develop- 
ing team work, the give and take, real democracy and 
fraternity, is by participation in cooperative games. 

No apologies are necessary in asking men to serve, 
for not only is the need clean and great, the duty a 
Christian "privilege," but the man who serves so fre- 
quently gains more in growth than he gives and the 
satisfaction of real sacrificing service is so great that 
one at times questions the unselfishness which prompted 
the service. 



io6 THE LEADERS' HANDBOOK 

A Warning 

While the leader cannot teach that which he does not 
know and train for, yet he must not wait for a complete 
training before beginning service. There is no man 
who, while looking for help in building himself, has not 
something of power or knowledge that at the same time 
he should be passing on to him who needs. Growth 
is by actually serving. 

The acceptance of "feeds" and favors for service 
rendered is fundamentally wrong; such a course secures 
poor service and seldom the amount of real service big 
men can give. It appeals to the little man doing little 
things, and not to the best service of the best men. Real 
men pay their own way, serve whole-heartedly in that 
in which they are vitally interested, and consider it a 
privilege aijd not a favor. 



CHAPTER XXII 

A LEADER'S DUTY TO THE COMMUNITY 
By A. E. Metzdorf 

The history of the Y M C A shows that in the past 
the Leaders' Corps was rather closely confined to efforts 
within the four walls of the building. A leader's respon- 
sibility lay practically wholly in the work for members 
within certain classes. The experience of the Y M C A 
in serving soldiers and sailors during the World War has 
taught us a great lesson in our responsibilities to the 
community. 

In the camps the '*Y" found its supreme opportunity 
for exercising that phase of its program which might 
be termed expert friendliness or comradeship. This new 
conception of comradeship which has come out of the 
war, and the need for creating groups trained to pro- 
mote the new social spirit, in order to conserve the 
valuable lessons learned during the war, make it prof- 
itable to point out the underlying principles of leisure 
time activities for boys and girls, men and women, of 
any given community. 

Dr. Luther Gulick tells us in his book on "Morals and 
Morale": "It is not recreation and places to do things 
that is needed, as much as it is home ties and friendship. 
Comradeship is a fundamental human need. It may 
grow through common interest in any of a hundred 
things. What we have always to remember is that, while 
activities are important, the object is affection of one 

107 



io8 THE LEADERS' HANDBOOK 

kind or another; that is, we are organizing people, not 
activities. It is hopelessly inadequate merely to establish 
playgrounds, parks, skating rinks, and dance halls. We 
must create social groups that will carry on the new 
social spirit." 

Out of all the impetus given recreation during the war 
through entertainment for soldiers and sailors, and the 
awakening and quickening of community consciousness, 
comes the necessity for conserving and actually operating 
all the community resources for community recreation. 

The Y M C A has not only a splendid opportunity but 
a definite responsibility to lend its splendid organization 
and technique in at least serving to fill this community 
need in developing the social program of the Protestant 
Churches. To the Physical Department falls the best 
chance for service. Experience in training Church men 
and women as recreational leaders shows conclusively 
that such work can wisely and profitably be undertaken 
by the Physical Department. The leader, well qualified 
by his training, should welcome such an opportunity for 
assisting in the training course and standing ready to 
follow up these church leaders in actual practice of 
adequate social and recreational programs. 

In addition to this type of community service through 
the churches, the leader through the Physical Depart- 
ment might well seriously consider the wonderful oppor- 
tunity of a similar service to industrial men. No field 
of service since the war has thrown out such an attrac- 
tive and far-reaching challenge as the industries. Here 
again the leader can render expert service in aiding in 
the training of recreational leaders and giving them the 
practical help in shaping and actually carrying out pro- 
grams such as arranging schedules in volley ball, base- 



A LEADER'S DUTY TO THE COMMUNITY 109 

ball, quoits, etc., and laying out programs for noon shop 
recreation and entertainment for the intelligent occupa- 
tion of leisure time. 

Where a Y M C A is alive to its community respon- 
sibilities it has no doubt become a clearing house for 
all calls for expert aid in helping social settlements, boys' 
clubs, men's clubs, churches, shops, and civic organiza- 
tions to efficiently carry out social and recreational pro- 
grams by providing trained leaders equipped to go out 
into the community and promote well planned and con- 
structive play programs. The writer is acquainted with 
one association where, as a member of the Community 
Chest, they have actually advertised their readiness to 
meet and fill all calls for such service. Two hundred 
men have been trained in sixty churches. The leaders 
assist in caring for these trained men. Two hundred 
men from fifty-five factories have been trained and are 
guided by the Physical Department. The Leaders' Corps 
helps to fill calls for trained men at other churches, 
factories, and especially civic organizations such as clubs, 
fraternity organizations, chambers of commerce, rotary 
clubs, ad clubs, etc. With all these thoughts in mind 
the leader can well ply his trade as an expert in friend- 
ship and take for his motto that strong slogan which 
brings back the kind of reward our Master surely had 
in mind, "Service Above Self." 



CHAPTER XXIII 
THE ADVANTAGES OF GRADED GYMNASTICS 

By J. G. HOFFER 

"Graded gymnastics'" has come to be a nearly for- 
gotten term in many gymnasiums of our Young Men's 
Christian Associations. As originally used it applied to 
the more or less accurate determination of a young 
man's gymnastic and athletic ability, and the grouping 
of individuals of like ability in subdivisions of the larger 
class, then giving the several groups gymnastic exercises 
upon the apparatus which corresponded to their abilities 
and needs. 

The man who was green and clumsy and of a low 
muscular order was given the very simple stunts, some- 
times merely taught to hang or support himself upon 
the apparatus. As he gained in strength and ability, 
he with his squad mates was given more difficult move- 
ments. Often one or more members of the squad 
improved so rapidly that they outclassed the others in 
their group, and they were accordingly promoted a 
grade, where they began the same process of climbing 
out of the new group into the one ahead. 

This process of progression was going on throughout 
all the squads or grades in the class. Men worked and 
looked for the time when they might be worthy to work 
shoulder to shoulder and match skill and muscle with 
the men in the highest grade. There were regular tests 
of ability for each squad, and men worked hard for 

no 



ADVANTAGES OF GRADED GYMNASTICS in 

improvement. The spirit of the contest was ever present, 
and men competed with fine spirit. Exercises either 
prescribed or of the performer's own choice were done 
with the thought of greatest vigor of action, smoothness, 
and ease of accomplishment. Movements were put 
together in combinations to bring about the most pleas- 
ing eflFects. 

It is only through graded gymnastics that the interest 
of our American young men can be held for apparatus 
work and tumbling. That is, the teacher is giving work 
on the same day within reach of the student, and also 
work that makes the student strive to accomplish, and 
occasionally work that is possibly just a shade beyond 
him. Mere repetition of simple prosaic exercises and 
variations, and still more variations of the same simple 
exercise, will never hold the interest for long of our 
average man. But give him something that sets up 
competition with himself as well as with others, and we 
have a proposition that will interest him and for which 
he will work. 

The elements of danger and risk — physical danger in 
apparatus work and tumbling — appeal to the men in the 
same way that the thrill and danger of the football field 
appeals and calls to the virility that is in all of us to 
some degree. For the writer the thrills of contest 
apparatus work, the muscular skill, the alertness, the 
readiness to change a movement and make something 
of it — ^put a final finish to it after a serious mistake, 
together with the physical dangers of it all — were very 
similar in their essentials to that experience as a college 
football end going in to meet the onslaught of that 
sweeping end run. In the one case the forces of nature, 
gravitation, centrifugal force, and the laws of leverage 



112 THE LEADERS' HANDBOOK 

and momentum were setting up some "fine interference" 
even as the stunt progressed, and danger — a slip, a 
false move and a lightning recovery or broken bones, 
or worse, and failure. The completion of the stunt left 
me with much the same satisfaction and feeling of phys- 
ical and mental fitness that I felt after working with 
speed and agility through fast-moving interference to 
a clean cut tackle. Every football man knows the feel- 
ing — ^pure joy ! 

Some Specific Advantages of This Work 

1. Gives one a sense of self-mastery. 

2. Increased ability to do. 

3. Ability to handle one's body in an emergency. 

4. Develops courage, endurance. 

5. Apparatus men are taught to cover up mistakes — 
go on — make something of a bad slip — put it through 
to the finish. This trait will be transferred in part at 
least to other phases of human action. 

6. Ideas of neatness and beauty are emphasized — 
other good things in any life. 

7. To many, through the demonstrations and exhibi- 
tions, it gives opportunity for self-expression, success, 
and resulting self-assurance. 

8. Ability to help others in physical emergency acci- 
dents. Many cases are upon record where gymnasts 
have been of signal service because of this "ableness." 
As the Red Cross slogan goes — "Swim for Two" — so 
progressive gymnastics help to prepare for "that day." 

9. This work appeals directly to certain types in our 
membership. Meets this desire in their lives. 



ADVANTAGES' OF GRADED GYMNASTICS 113 

It Requires: 

1. A good Leaders' Corps, with men who can either 
set or clearly describe the movements. 

2. More preliminary head work in planning the work 
of the classes. 

3. A schedule that you stick with. 

4. Some record keeping. 

5. Some periodical tests (contests — good things). 

6. A real observance of the work of individuals. We 
give too little personal attention to men. That's the 
tendency where we are talking mass work all the time. 

7. Give these graded men opportunity for contests, for 
exhibition work, etc., and you will hold interest of many 
men whom you would otherwise lose. How long would 
your basket ball men stick to the grind of perfecting 
themselves in the little parts of basket ball, such as shoot- 
ing, pivoting, the dribble, stop and pivot, follow shots, 
etc., without the incentive of competition to follow. 



CHAPTER XXIV 

HINTS TO LEADERS 

By H. L. KisTLER 

1. Resolve to undertake your work in a spirit of 
service and brotherhood. 

2. Be prompt and regular in your attendance. Be on 
the floor twenty minutes before time, to welcome new 
men. Make them feel at home. Introduce them to the 
Director. Get them started right. 

3. If it is absolutely necessary for you to be absent, 
see that a substitute is provided. 

4. Watch for natural leaders among the men. Use 
them to help in your squads. Get in touch with one of 
the Directors regarding them. Try and interest them, 
always keeping in mind hint number one. 

5. Try and communicate with men whom you know 
were absent. Let them know you missed them. 

6. Get a note book. Keep notes of things that happen, 
in the class, the gym, locker room, or pool, and at all 
times aim to raise the standard. 

7. Encourage frequent social evenings, where all can 
get together with wives and sweethearts for a general 
good time every few months. 

8. Take class members through the building in order 
that they, in turn, may be able to intelligently take 
others through. 

114 



HINTS TO LEADERS 115 

9. Be watchful of opportunities to help men in their 
personal life problems, remembering the importance of 
the life and example of the leader. 

10. The men will appreciate your volunteer service. 
Direct their appreciation into channels of like service 
for their fellow men. If they have been helped, 
encourage them to help others. 



CHAPTER XXV 
BOOKS A LEADER SHOULD READ 

The Body Builder — Brink 

Pioneers of Modern Physical Training — Leonard 

Physical Effects of Smoking — Fisher and Berry 

Calisthenic Exercises — Peel 

Prompt Aid to Injured — Doty 

Reproduction and Sexual Hygiene — Hall 

Gymnastic Dancing — Stanley and Lowery 

Keeping in Condition — Moore 

Mind and Work — Gulick 

Athletes of the Bible — Brink and Smith 

Life's Qinic — Edith H. Hooker 

How Jesus Met Life Questions — Elliott 

A Guide to Helpful Reading — International Com- 
mittee 

Life of Sir George Williams — Hodder 

Building on Rock — Kingman 

How to Live — Fisher and Fiske 

Community Recreation — Draper 
. At Home in the Water — George H. Corsan 

The Human Mechanism — Hough and Sedgwick 

The Efficient Life — Dr. Luther Halsey Gulick. 

History of the North American Young Men's Chris- 
tian Associations — Richard C. Morse. 

Physical Education — International Committee 



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